In today’s workplace, it’s common to hear that employees want leaders who are open, transparent, and vulnerable. But the idea of vulnerability in leadership is relatively new. For much of the past, leadership was rooted in stoicism — leaders were expected to be tough, emotionally distant and always in control. Emotions belonged at home, not in the boardroom.
While that approach may have worked in certain contexts and industries, it doesn’t resonate with today’s workforce. People no longer look to leaders to have all the answers or maintain an impenetrable façade. Instead, they seek human leaders who acknowledge the complexity of difficult decisions, who admit when things don’t go as planned and who are willing to be seen in their full, authentic selves. Vulnerability, far from being a weakness, has become a foundation for building trust.
To create truly psychologically safe environments, leaders must go beyond surface-level openness. We need to understand what our teams are really asking for when they invite us to be “vulnerable.”
What vulnerability really means in leadership
When employees express a desire for vulnerability in their leaders, they aren’t asking for oversharing or a breakdown of all professional boundaries. What they’re really seeking is authenticity — leaders who are relatable, accountable and grounded in emotional honesty.
Brené Brown is known for her work in this space around vulnerability and leadership. Brown describes the concept as “rumbling with vulnerability,” which includes the discomfort that comes with being seen. She highlights the shame and fear that often hold us back from showing up fully, especially in professional settings where vulnerability has long been stigmatized.
Consider past leadership icons like Jack Welch or Lee Iacocca. They embodied a results-driven, command-and-control style that prioritized performance over personal connection. While effective in its time, that culture often bred burnout, competition and mistrust.
Vulnerability offers an alternative. It creates the space for trust, innovation, and psychological safety, where people feel empowered to share ideas, take risks and show up as their authentic selves.
Being a vulnerable leader doesn’t mean revealing everything. It means choosing the right moments to be honest: acknowledging uncertainty, owning missteps, welcoming perspectives beyond your own and leading with empathy rather than ego. It’s about being real — and in doing so, permitting others to be real too.
What do employees really want?
While employees are increasingly asking for vulnerability in their leaders, that doesn’t mean leaders should disclose every thought or emotion in the moment. Vulnerability isn’t about oversharing—it’s about showing up with authenticity, intention, and emotional clarity.
One of the key concepts from Brown’s work on “rumbling with vulnerability” is the importance of boundaries. She emphasizes the power of asking others to “say more” — an invitation that encourages people to reflect, go deeper, and communicate with greater meaning. In one example, Brown shares a moment when a leader responded to this prompt by saying, “I would tell the investors and the team the truth: that I’m completely in over my head and bleeding money.” While that may be honest, it lacks boundaries — and as Brown notes, “vulnerability without boundaries is not vulnerability.”
So, what are employees truly looking for?
They want honesty, but paired with intentionality. They want to trust that their leaders are being thoughtful about what they share and how they share it. They want to see the person behind the title, someone whose values are aligned with both their personal leadership style and the broader mission of the organization.
Employees also want to know that their leaders are human: that they make mistakes, feel emotions, and are still growing. According to HRD Connect, employees are 5.3 times more likely to trust leaders who show vulnerability, and 7.5 times more likely to trust leaders who acknowledge failure.
Being intentional with what we share signals empathy and emotional intelligence. But walking the line between vulnerability and oversharing is delicate. Without care, vulnerability can turn into emotional dumping or even gossip, which undermines trust rather than building it. Trust isn’t created through a single moment of openness — it’s cultivated through consistent, thoughtful acts over time.
Leaders who embody vulnerability
In recent years, several leaders have modeled what it looks like to lead with vulnerability — and shown how powerful that can be for culture and trust.
- Rosalind Brewer, CEO of Walgreens Boots Alliance, is widely recognized for bringing self-awareness and emotional intelligence into the workplace. She fosters a culture where it’s normal to share personal experiences, admit uncertainty and lead with empathy. By normalizing moments of doubt and reflection, Brewer helps others feel safe doing the same.
- Howard Schultz, former CEO of Starbucks, has long been ahead of the curve when it comes to emotional leadership. He openly addressed challenging topics like mental health, racial bias and economic inequality, bringing conversations into the workplace that many leaders avoid. His willingness to lead with vulnerability opened the door to a more inclusive and values-driven culture.
- Fred Kofman, a leadership advisor to executives at companies like Google and LinkedIn, has helped shape the concept of conscious leadership. He coaches leaders to tap in to their emotions, take responsibility for their mistakes, and ask for help — all foundational acts of vulnerability. His work reinforces the idea that cultures of trust begin with individual leaders who are willing to show up fully.
How leaders can tap in to vulnerability
To begin leading with vulnerability, start with small, intentional actions. Here are four ways to bring more authenticity and humanity into your leadership:
- Share stories – Vulnerability is about intentionality and meaningful insights. Share personal stories or lessons, especially when they align with an employee or instance your team is experiencing.
- Own your mistakes – Titles don’t take away your identity as a human. When we admit mistakes as leaders, we are taking responsibility and showing humility that encourages a growth mindset.
- Acknowledge and normalize fears – In moments of ambiguity, acknowledge the fear without amplifying it. Let your team know it’s okay to feel uncertain — and remind them that you’re in it together.
- Stay curious – No matter how seasoned you are, there’s always room to grow. Embrace a learning mindset that invites feedback, encourages reflection and models continuous development.
Leading with vulnerability isn’t about perfection — it’s about showing up with courage, clarity,and care. When done with intention, vulnerability fosters trust, deepens connection and creates the conditions for people to do their best work.
For many leaders this can feel overwhelming, so start small. Be intentional to show your team you’re listening. Vulnerability isn’t about weakness it’s about opening the door to build trust.
Opinions expressed by SmartBrief contributors are their own.
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