Is there a place for vulnerability in modern leadership?

In the past, vulnerability in leadership has often been criticised and viewed as a sign of weakness. However, the evolving workplace landscape has revealed that vulnerability is actually a sign of authentic and courageous leadership.

Traditionally, leaders were expected to be infallible, always making the right decisions with unwavering confidence. But today, effective leadership is increasingly centred around emotional intelligence and the ability to guide others in creating value. Modern leaders are challenging the status quo by embracing a different set of skills, often making people uncomfortable in the process.

Why vulnerability is becoming a bold act in leadership

It has been shown that vulnerable teams are more collaborative and breed innovation. Leaders open to understanding and exercising vulnerability at work, can create an environment that fosters openness, willingness to learn, and most importantly – growth, meaning vulnerability is fast becoming a powerful tool in a leaders’ toolbox. 

Authenticity exists in psychological safety. Vulnerability in the past has been seen as a negative aspect to a leader, but as we learn more about our own psyche – vulnerability breeds psychological safety. And a team that feels psychologically safe is willing to be more open. It’s about peeling back the onion to the layers within your team. We are taught to have a tough exterior, but by leading from the front and being vulnerable we create an environment of expression, creativity and most importantly emotional safety.

Admitting mistakes can breed improvement

At work, we focus so much on time flexing our strengths that often don’t stop to learn from our mistakes or understand the reasons behind how why we fail, which is imperative to improvement. When raising children, we are encouraged to let them make their own mistakes, helping them learn and build resilience so they know what to do the next time. The principle remains the same in business. Even in the workplace, we are growing to accept that our leaders don’t always know all the answers, creating a place for honesty, consultation and collaboration over power and perfection.

If leaders can create an environment where it’s safe to ‘fail fast’ and learn from mistakes, teams can better collaborate and continuously improve. Solutions can arise from mistakes. The confidence we have in our ability to fail and to learn from them is imperative. Failing fast helps us to learn quickly.

Openness encourages genuine connection

Genuine connection in the workplace is increasingly important, especially as we navigate a more digital world. Leaders who show vulnerability allow personalities and stories to surface, creating networks of connectivity that foster collaboration and a positive working environment. By being open, leaders build stronger, more authentic relationships within their teams.

Facebook’s Chief Operating Officer, Sheryl Sandberg, spoke about the necessity of connection in her book Option B: Facing Adversity, Building Resilience and Finding Joy. Following the sudden death of her husband, Sandberg allowed herself to be vulnerable to her team and creating a space for conversations to be had where employees could receive help to recover from loss and crises.

Asking for help creates collaboration

Leaders who are willing to admit their uncertainties and seek help from others foster a culture of collaboration and innovation. By setting aside ego and embracing vulnerability, leaders not only become more relatable to their teams but also open up new opportunities for personal and professional growth. This creates a supportive environment where team members feel empowered to share ideas and work together towards common goals, driving success and growth for the organisation.

The ability to acknowledge one's limitations and seek assistance when needed is a sign of strength, not weakness. It demonstrates a willingness to learn and adapt, ultimately leading to more effective leadership and a stronger, more resilient team. By embracing vulnerability, leaders can create a supportive environment where team members feel empowered to share their ideas and work together towards common goals, ultimately driving success and growth for the organisation as a whole.

When people share, great work is done

Ego has its place in business, but sometimes the most impactful thing a leader can do is listen. Providing psychological safety where people can share opinions, give feedback, and be involved in decision-making creates high-performing teams. Leaders who ask tough questions and embrace their team’s ideas build trust, foster social capital, and achieve common goals more effectively.

“There is no team without trust”, as stated by the Head of Industry at Google, Paul Santagata. Creating teams with trust is about everyone working toward the common goal that works for everyone, this being social capital – a set of shared values that allows individuals to work together in a group to effectively achieve a common purpose. Not only is the work shared, but also the ideas and therefore the end result is the same.

Being a good leader isn’t always about you—it’s about the people around you. Vulnerability may not be a trait traditionally associated with successful leadership, but it is increasingly recognised as essential in our complex and ever-changing world. Embracing vulnerability and encouraging others to do the same is one of the boldest acts a modern leader can take.

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