Some praise authenticity as the ultimate tool, even the cardinal virtue of good leadership. Others, like Reinhard K. Sprenger, caution leaders: “Please, don’t be authentic!” (1). With the growing integration of Artificial Intelligence into communication, feedback, and decision-making processes, a new dynamic emerges: How can leaders remain authentic when machines join the conversation? Amid digital transformation, every leader must ask themselves what authentic leadership really means—and how it can be lived. AI can serve as a mirror and amplifier—or as a mask that erodes trust.
What does “leading authentically” mean in the age of AI?
Behavior is considered “authentic” when it is congruent with one’s “true self” and at the same time consciously chosen—when someone acts recognizably from their own personality. Authenticity, however, is not a license for impulsiveness. It’s not about expressing every feeling immediately, but rather about showing one’s stance credibly, with self-reflection, and in a way that fits the situation (2). In a world where AI generates texts, delivers analyses, and suggests communication, the boundaries between realness and performance blur. Leaders must ask themselves: Is what I say still mine? Is authenticity the same as realness—or does leadership also require some level of performance? Is it unethical if, as a leader, I display empathetic communication with technical support?
The opportunities: AI as an amplifier of real leadership
AI can help leaders become more authentic—if used wisely. AI-driven analysis may soon allow needs and tensions within teams to be identified more quickly. AI-supported feedback tools can help formulate constructive feedback more effectively. AI “reflection coaches” act as mirrors for leaders to recognize their own patterns and develop behavioral options. Introverted leaders in particular may benefit from tools that help them communicate both more empathetically AND more clearly. Additionally, better data can create greater transparency and soundness in decisions: AI can make a decision more understandable if it is well explained and ethically grounded (as opposed to “alternative facts”). Leadership could become “AI-augmented.”
The risks: Between emotional bypass and loss of trust
The flip side: When leaders increasingly let AI take over communication (e.g., writing emails), messages often sound too polished. The emotional depth can be lost, and perceived sincerity can suffer. Employees sense whether messages are “real” or assembled like building blocks. A Harvard study, for example, shows that AI-generated leadership messages are often perceived as less credible (3). This is also due to the logic of AI: In the token logic of LLMs, the “next likely” word or phrase is selected—rarely factually wrong, but often bland, standardized, and lacking strong positioning. Constantly feeling analyzed can also be experienced as intrusive. Trust doesn’t arise from perfect wording but from competent actions, integrity, and, above all, human connection.
Reflection instead of reproduction – authenticity and charisma
When leaders manage to provide security and orientation in uncertain times while acting with integrity, charisma can unfold. Charisma is a relational phenomenon—it emerges as a kind of “relational contract” when a leader is able to bind fundamental employee anxieties (4). In other words, it creates trust. Thus, charisma is always an external attribution, and perceived authenticity plays a crucial role. What’s required of leaders is self-regulation—not the raw authenticity of situational emotions. Leaders who act impulsively in difficult moments and present that as “honest” risk damaging relationships.
Leaders can grow more authentic by continuously working on their own maturity as a person. By increasingly aligning their values, patterns, and goals with the needs and legitimate expectations of all stakeholders (employees, the organization, and society). Always with the awareness that tensions and contradictions can rarely be fully resolved—indeed, new ones often emerge along the way. This is precisely where challenging leadership tasks arise again and again. We are all complex beings, and our leadership personality shows itself in how we lead.
These are questions every leader must ask themselves:
- Where do I encounter tensions between purely functional leadership (e.g., achieving goals, fulfilling tasks) and ethical leadership (e.g., fair inclusion of those affected, or considering long-term consequences)? How do I position myself in each case—and why?
- Which paths to a goal can and do I want to take, and what do I deliberately do myself—even if AI might offer more efficient options?
- When and how much intuition should or must I rely on—despite or because of complex, perhaps contradictory data?
- How well do I know myself? What are my patterns, motives, and habits, and when are they helpful—and when might they, even in using AI, lead me in the wrong direction?
Recommendations: Staying authentic with AI
Beyond these fundamental questions, the following recommendations can help leaders remain authentic and trustworthy when using AI:
- Make AI visible: Show clearly where AI regularly supports you—this builds transparency.
- Stay accountable and nurture your own narrative: Use AI as a tool, not as a decision-maker or spokesperson.
- Engage in dialogue, don’t delegate: Even if AI suggests communication, deep conversations remain a core leadership task.
- Ground feedback: Combine data-driven analysis with genuine listening.
- Consider ethics: What are your own values and those of your organization? How do they show up in your goals and your choice of methods?
AI can either strengthen or undermine authenticity. The key is whether AI is used as a mirror of one’s stance or as a mask to hide behind. Leaders who want to succeed in the AI era need more than tools. Good leadership requires holistic awareness, courage to reflect, and a clear ethical foundation. Only then can leaders act recognizably from their own personality—truly “coming into themselves.” Because demanding leadership situations remain genuine human challenges—even in digital times.
Sources:
(1) Reinhard K. Sprenger: “Radikal führen,” 2012
(2) Christian Sonnleitner: “Reflektiert führen,” 2nd ed. 2025
(3) Léa Aboumoussa & Jennifer Pfister, Harvard Kennedy School Paper, “Leadership Development in the Age of Artificial Intelligence,” 09/2024
(4) Michael Paschen & Erich Dihsmaier: he Psychology of Human Leadership: How To Develop Charisma and Authority,” 2015
Music tip from our AI 😉🤖:
Klicken Sie auf den unteren Button, um den Inhalt von open.spotify.com zu laden.
