A manager’s leadership style is often evaluated based on how closely it aligns with an unspoken ideal—speech patterns, attire, even posture. However, this rigid standard can backfire, according to An Nguyen, a professor at HIM Business School. The pressure to conform to a single leadership model does more than restrict individuality; it can erode confidence and reduce effectiveness. Instead of enforcing a one-size-fits-all template, organizations should prioritize measurable behaviors, clarity, accountability, and ethical decision-making, over superficial imitation.
This issue stems from how people assess leadership. Research on implicit leadership theory reveals that individuals rely on mental shortcuts to identify who appears to be a “real” leader. Organizations reinforce these biases through promotion criteria, role models, and workplace culture. The consequence is that capable leaders who deviate from the norm, whether in communication style, demeanor, or decision-making, often face being overlooked.
Nguyen advises managers to adopt a practical approach: borrow techniques, test them, and refine what works. This aligns with the findings of Herminia Ibarra, who discovered that leaders often develop into their roles by experimenting with new behaviors, speaking up, delegating, or making difficult decisions, until they feel natural. The critical mistake to avoid is either hiding uncertainty or blindly mimicking someone else’s personality. For example, a new manager uncomfortable with direct feedback can build authenticity by preparing, practicing, and reflecting on outcomes over time.
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Many leaders, especially in Asia, fear that authenticity will make them appear less polished or authoritative. Nguyen rejects the notion that authenticity equates to informality or oversharing. Instead, he defines it as consistency between values, decisions, and actions, a quality that earns respect. Cultural context plays a role here. A leader might adopt a more formal tone with senior stakeholders while remaining open with their team. The objective is not to abandon hierarchy but to balance it with consistency and transparency.
Employees in workplaces with deep-rooted hierarchies often struggle to reconcile professionalism with self-expression. In many Asian organizations, “professionalism” is mistakenly equated with suppressing individuality. Nguyen argues this need not be the case. Employees can strategically present themselves by clarifying their strengths, adapting their communication to their audience, and building credibility through preparation and respectful challenge. Leaders must model humility by inviting ideas, listening without penalizing dissent, and demonstrating that constructive challenge is valued.
Creating an environment where leaders can develop their own style requires intentional actions. Managers and HR professionals should focus on behaviors rather than personality traits, Nguyen emphasizes. Instead of vague feedback like “be more confident,” they should highlight impact, for example: “Your recommendation was clear, but the decision criteria were not.” Psychological safety is essential; experimentation will not occur if every mistake is treated as failure. Diverse role models also help, allowing aspiring leaders to adopt useful traits from multiple sources rather than imiticking a single individual.
