Leadership, work careers, and self-concept clarity

Abstract

High self-concept clarity helps an individual to ground their behavior in consistent applications of their preferences, values, and principles. This consistency helps others to trust them and view them as being authentic. Both facilitate high-quality relationships that allow the individual to be comfortable and effectively assume leadership positions. Much of the existing literature on authenticity, however, assumes that the underlying character of the person is positive or socially valued. Many leaders have negative or socially reviled characteristics. We address questions about whether authenticity is still valuable in these cases. In all cases, we argue that it is best to know one's self well.