Authentic leadership: bridging the gap between words and actions

For companies like Bridgewater, Netflix and McDonald's, success is built upon clearly defined expectations that reflect deeply held values. While these policies are certainly not for everyone, they make no pretence about the environment they are cultivating.

Employees at Bridgewater, for instance, are well aware of the company’s commitment to radical openness and are expected to handle direct, unfiltered feedback. At Netflix, employees now know that it is up or out, supporting the company’s highly performance-oriented and fast-paced culture. At McDonald's, processes are so well defined that there is rarely any doubt about what to do when working as a manager in one of the restaurants – it is clear what good looks like.

These companies are transparent about their expectations, making it clear what behaviours align with their success. It’s a model that prioritises authenticity over popularity. An authentic workplace does not need to please everyone, but it should offer clarity, honesty and alignment between stated values and actual practices.

If employees find themselves blindsided by unexpected demands or contradictory cultural norms, it indicates a failure in leadership. Authenticity in the workplace ensures that people understand what they are signing up for and what it takes to thrive in that environment.

Three essentials that make a workplace authentic

Authenticity in a workplace doesn’t mean everyone should speak without ‘a filter’ or express every thought. It means creating an environment where expectations are aligned with core values, communicated clearly and practised consistently. Here are the essential components of an authentic workplace:

Value-driven behaviour: The organisation’s values should be reflected in daily interactions and decision-making. This means that values aren’t just words on a wall; they’re lived experiences that guide how work gets done.

Clarity in communication: Leadership should clearly communicate objectives, policies and expectations, supporting a sense of purpose. When employees understand both the ‘why’ and the ‘how’, they are better able to align their actions with the company’s goals.

Respect for personal boundaries: Authentic workplaces have clear boundaries, but for it to be a healthy relationship between employer and employee, the company should also create room for people to set personal boundaries. This respect fosters trust and helps employees to manage personal energy and bring their best selves to work.

In an authentic workplace, employees know from the start the realities of their roles, allowing them to make an informed choice about whether this environment matches their personal and professional goals.

The cost of inauthenticity

When there is a disconnect between what a company promises and what it delivers, the consequences are often severe. Employees who feel misled or unsupported may quickly disengage. A culture that lacks authenticity can lead to low morale, high turnover and a lack of trust in leadership, ultimately impacting the company’s reputation and bottom line.

Authenticity can also enhance employee well-being by supporting work-life balance and reducing burnout. A lack of alignment between expectations and reality can create a sense of imbalance that affects people both professionally and personally. 

Ideally, authentic workplaces, empower employees to define their own boundaries and feel safe honouring them. When an organisation genuinely values work-life balance and demonstrates it through supportive policies, employees are more likely to feel motivated and valued.

Here’s where it sometimes goes wrong. A company such as Netflix is clear in its expectations, but it is a one-way street where the organisation is confident in establishing its own boundaries, but does not allow employees much leeway to have personal autonomy. I define this as follows:

Level 0: Unclear expectation setting

Level 1: Clear on expectations and boundaries one way

Level 2: Reciprocal relationship with clear expectations and mutual respect for boundaries

Level 2 offers a leadership approach that allows employees to truly be themselves, fostering a sense of belonging whether they work remotely, in a hybrid model, or in person. This leadership style tends to create more loyal employees, resulting in lower employee turnover. 

An authentic workplace doesn’t need to be all things to all people, but it does need to be honest, value-driven and clear. When employees can trust that a company’s values will be upheld, they are better equipped to navigate uncertainty, or the chaos of constant change and they are free to focus on doing their best work.

For leaders, cultivating authenticity is about more than attracting talent; it’s about building a resilient, engaged workforce that drives success and innovation. Authenticity at work enables everyone – from the boardroom to the front lines – to work with clarity, integrity and purpose.