{"id":353,"date":"2020-10-28T18:44:11","date_gmt":"2020-10-28T18:44:11","guid":{"rendered":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/chapter\/vulnerability-in-leadership\/"},"modified":"2023-06-07T16:31:06","modified_gmt":"2023-06-07T16:31:06","slug":"vulnerability-in-leadership","status":"publish","type":"chapter","link":"https:\/\/pressbooks.ccconline.org\/man4030-org-leadership\/chapter\/vulnerability-in-leadership\/","title":{"raw":"Vulnerability in Leadership","rendered":"Vulnerability in Leadership"},"content":{"raw":"

Introduction<\/strong><\/h4>\nVulnerability research was popularized by Dr. Bren\u00e9 Brown through her years of research on shame. Utilizing vulnerability on a day-to-day basis can \u201cdemonstrate transparency and an openness to emotional exposure\u201d (Lopez, 2018, ix) with others. This chapter aims to dive deeper into the measure of vulnerability as well as how it is closely related to trust, courage, self-awareness, and three leadership styles: authentic, ethical, and transformational.\n

Vulnerability: Definition and Myths<\/strong><\/h4>\nDefinitions of vulnerability among researchers vary but include similar components of putting trust in another (Lapidot, Kark & Shamir, 2007), acknowledging failure (Ito & Bligh, 2017), and risking emotional exposure (Crouch, 2016 and Brown, 2012a). Gambetta (1988) describes vulnerable individuals as those who instill trust in others with the belief that no harm will come to them as a result (Lapidot, Kark & Shamir, 2007, p. 17). Displaying vulnerability can also be a chance to embrace changes and challenges while feeling safe enough to acknowledge failure (Ito & Bligh, 2017, p. 67). Vulnerability is emotional exposure (Brown, 2012a) that threatens the loss \u201cof our own sense of self\u201d (Crouch, 2016, p. 41). Cl\u00e9ro (2018) adds that \u201cvulnerability should be differentiated from weakness or from the frailty that results from it\u201d (p. 6). Brown goes on further to state that \u201cwe think about vulnerability as a dark emotion. We think of vulnerability at the core of fear and shame and grief and disappointment, things that we do not want to feel\u201d (Brown, 2012a). Yet facing the difficult \u201cdark emotion\u201d can lead to \u201cevery positive emotion that we need in our lives: love, belonging, joy, empathy\u201d (Brown, 2012a).\n\nFor this paper, I will cite the definition of vulnerability as \u201cthe emotion we experience during times of uncertainty, risk, and emotional exposure\u201d (Brown, 2018, p. 19).\n\n\u201cWhen a leader embraces failure and shares vulnerability with humility, followers are able to connect with the leader at an emotional level and are more likely to share feelings of vulnerability themselves\u201d (Ito & Bligh, 2017, p.67). Some examples of actions that a vulnerable leader might take include reaching out to an employee with an ill child or family member, checking in with a coworker who experienced a recent loss, or taking responsibility for a mistake at work (Sepp\u00e4l\u00e4, 2014). \"Collaboration, then, as a way to be morally accountable, requires a deep understanding of vulnerability: the generosity, humility, and patience needed to work through conflicts, misunderstandings, and miscommunications\" (Pignatelli, 2011, p. 223).\n\nIn her book, The Power of <\/em>Vulnerability, Dr. Bren\u00e9 Brown identifies four myths regarding vulnerability, and then adds two more in Dare to Lead<\/em> for a total of six:\n
    \n \t
  1. Vulnerability is a character defect and weakness (Brown, 2012a).<\/li>\n \t
  2. \u201cI don\u2019t do vulnerability\u201d (Brown, 2012a).<\/li>\n \t
  3. \u201cThat we can create a culture in our family, in our work, and our big culture that we live in even and that we can do this alone\u201d (Brown, 2012a).<\/li>\n \t
  4. \u201cYou can trust without vulnerability. It\u2019s a very chicken\/egg proposition\u201d (Brown, 2012a).<\/li>\n \t
  5. \u201cTrust comes before vulnerability\u201d (Brown, 2018, p. 29).<\/li>\n \t
  6. \u201cVulnerability is disclosure\u201d (Brown, 2018, p. 34).<\/li>\n<\/ol>\n

    Vulnerability and Trust<\/strong><\/h4>\nVulnerability directly involves the issue of trust (Brown, 2012a). Leaders \u201cmust be truthful and consistent in their behavior and must not arbitrarily disregard employees\u2019 suggestions and opinions on a regular basis\u201d (Thrash, 2012, p. 4). The best place to work \u201cis one where employees trust the people they work with, have pride in the work they do, and enjoy the people they work with\u201d (Bush & Lewis-Kulin, 2018).\n\nOne leadership theory that directly relates to vulnerability and trust is the leader-member exchange theory. This is the theory \u201cthat leaders form relationships with their subordinates that fall into two broad groups: an in-group characterized by strong exchange relationships, and an out-group that lacks solid leader connections\u201d (Miller, 2013). Members of the in-group tend to be high-performing employees who take on more responsibility and make greater contributions to an organization (Lunenburg, 2010, p. 2). The leader takes more risks with members of the in-group, as higher risks correlate to a higher level of trust in the employee (Scandura & Pellegrini, 2008, p. 102). Yet Scandura and Pellegrini (2008) found that a leader\u2019s trust is still vulnerable in relationships with in-group members (p. 101). It is possible the severity of the risk could be underestimated, leading to \u201ca false expectation about the vulnerability of the leader\u201d (Brower, Schoorman, & Tan, 2000, p. 241).\n

    Vulnerability and Courage<\/strong><\/h4>\n\u201cVulnerability is our most accurate measure of courage. To be vulnerable, to let ourselves be seen is incredibly difficult\u201d (Brown, 2012a). \u201cYou can embrace vulnerability and enact courage to promote equity through allowing yourself to be seen, believing that you are enough\u201d (Bettez, 2017). \u201cCourage is contagious. To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded\u201d (Brown, 2018, p. 12). Brown (2012a) notes that courage is part of one of the big paradoxes with vulnerability, \u201cIt\u2019s the first thing I look for in you but it\u2019s the last thing I want you to see in me. In you, it\u2019s courage, in me, it\u2019s inadequacy. In you, it\u2019s strength and lovability, in me, it\u2019s shame\u201d (Brown, 2012a).\n

    Vulnerability and Authenticity\/Self-Awareness<\/strong><\/h4>\n\u201cHow much we know ourselves is extremely important, but how we treat ourselves is the most important\u201d (Brown, 2012a). As we grow up, \u201cwe experience pain, and shame, and struggle with worthiness, we shut down parts of ourselves. And we shut down those things that make us vulnerable\u201d (Brown, 2012a). \u201cIf I have never expected my closest family members to emotionally support or connect with me, then I am unfamiliar with the experience of being emotionally vulnerable; being encouraged to do so would likely feel prohibitive and foreign\u201d (Chenfeng et al., 2016, p. 562). \"When individuals feel less vulnerable or more secure in their relationships with others, they are more likely to let others see them for who they really are\" (Oc et al., 2019, p. 4).\n\nSan\u00e9 Bell wrote: \u201cwhen I lack self-awareness as a leader and when I\u2019m not connected with the intentions driving my thoughts, feelings, and actions, I limit the perspective and insights that I can share with the people I lead\u201d (Brown, 2018, p. 179). \"Leaders need to be authentic for their displays of humility to be effective\" (Oc et al., 2019, p. 19). \u201cAuthenticity draws attention to who a leader is\u2014whether framed in terms of identity, character, personality, or any other construct of selfhood\u201d (Tomkins & Nicholds, 2017, p. 6). Sedikides, Slabu, Lenton, & Thomaes (2017) define authenticity as the \"sense or feeling that one is in alignment with one's true or genuine self\" (Oc et al., 2019, p. 1).\n\nAvolio and Gardner (2005) describe authentic leaders as \u201cself-aware and self-regulating individuals, whose beliefs and behaviors are anchored by a commitment to their \u2018true self\u2019\u201d (Tomkins & Nicholds, 2017, p. 6). \"When leaders engage in reflective practices, their own goals and performance are likely to thrive\" (Seefeld, 2016, p. 54). Kezar, Carducci, & Contreras-McGavin (2006) explain that \u201csuccessful leaders are authentic and behave with consistency, can read the emotions of others, and attend to the emotional aspects of the organization\u201d (Seefeld, 2016, p. 36).\n\nWallace and Tice (2012) note that an individual's desire to be socially accepted can affect whether they act authentically (Oc et al., 2019, p. 3). Individuals often show an inauthentic version of themselves at work and may opt to do so because they feel vulnerable (Oc et al., 2019, p. 3). \"At the same time, our capacity and need to take an action and demonstrate initiative speaks, equally, to our vulnerability and fragility, to the very real risk of inflicting both intended and unintended pain\" (Pignatelli, 2011, p. 225).\n

    Vulnerability and Gender\/Identity<\/strong><\/h4>\nFletcher (2004) reflects that traditional leadership characteristics tend to be masculine \u201csuch as individualism, control, assertiveness, and skills of advocacy and domination\u201d while more modern characteristics are considered feminine \u201csuch as empathy, community, vulnerability, and skills of inquiry and collaboration\u201d (p. 650). While people may instinctively think of the masculine traits when describing a leader, an effective leader needs to have an \u201candrogynous combination of feminine and masculine traits,\u201d where men display slightly less assertiveness and women slightly more integrity (Hoyt, 2010, p. 486). Gardner (2011) finds \u201cauthenticity carries masculine connotations in connection with the Enlightenment\u2019s rational subject\u201d while Tomkins and Simpson (2015) note \u201cit can also be feminine, especially when the discourses of authentic and caring leadership are interwoven (Tomkins & Nicholds, 2017, p. 20).\n\nWhen discussing the myth of vulnerability as a weakness and that people don\u2019t \u201cdo vulnerability,\u201d Brown (2012a) notes that statement is \u201cnormally followed up by a gender comment or a professional comment\u201d such as \u201cI don\u2019t do vulnerability, I\u2019m a dude.\u201d \"Encouraging leader humility in the workplace may not be an easy task given that many organizational leaders fear that expressing humility demonstrates a lack of competence to others\" (Oc et al., 2019, p. 21).\n\n\"Despite being underrepresented, women are perceived to have more desirable leadership qualities than men\" (Seefeld, 2016, p. 41). Bass (1990) notes that \u201cwomen are more likely than men to adjust or 'modify' their leadership characteristics as they move up or down the hierarchical leadership ladder\" (Seefeld, 2016, p. 100). Schreiber (2002) notes that \u201cwomen continue to have perceptions about their position(s) in higher education, embracing a collaborative leadership style that can be misunderstood or disrespected, and at times, feeling out of sync with some male-dominated administrations\" (Seefeld, 2016, p. 100).\u201cWe ask [men] to be vulnerable, we beg them to let us in, and we plead with them to tell us when they\u2019re afraid, but the truth is that most women can\u2019t stomach it. In those moments when real vulnerability happens in men, most of us recoil with fear and that fear manifests as everything from disappointment to disgust\u201d (Brown, 2012b, p. 95).\n

    Leadership Styles<\/strong><\/h4>\nWhile there are numerous leadership theories and styles, Copeland (2016) found values-based leadership styles to be most effective in her research, namely authentic, ethical, and transformational leadership styles (p. 79). These three styles of leadership all involve some level of risk and will be featured in the study.\n
    Authentic Leadership<\/h5>\nAuthentic leadership has been described as \u201cthe process whereby leaders are aware of their thoughts and behaviors within the context in which they operate\u201d (Maximo et al., 2019, p. 2). Walumbwa et al. (2008) outline the components of authentic leadership as self-awareness (a leader\u2019s understanding of themselves including strengths and weaknesses), balanced processing (a leader\u2019s ability to make objective decisions after weighing all the evidence), and relational transparency (a leader\u2019s strength in communicating honest and genuine information as well as opinions) (Maximo et al., 2019, p. 2).\n\nMichie and\u00a0Gooty\u00a0(2005) noted that emotions directed toward others motivate authentic leaders \u201cto behave in ways that reflect self-transcendent values\u201d (Avolio & Gardner, 2005, p. 318). For example, gratitude and appreciation (other-directed emotions) would be motivators for an authentic leader to model values of honesty and loyalty (Avolio & Gardner, 2005, p. 318).\n\nWhile these components\/traits are essential for an authentic leader, authentic leaders also have a significant impact on their organization and their followers (Maximo et al., 2019, p. 3); thus, authentic leadership should focus on the relationship between the leader and the follower too (Avolio & Gardner, 2005, p. 321). Authentic followers are likely to display the same behaviors and traits described\u00a0above,\u00a0paralleling\u00a0those exhibited by their authentic leader (Avolio & Gardner, 2005, p. 322). Followers may also show \u201cincreased levels of trust and a stronger willingness to cooperate\u201d (Maximo et al., 2019, p. 3).\n\nAs with any relationship based on trust, both parties take a risk in being vulnerable (Maximo, et al., 2019, p. 3).\u00a0Detert\u00a0and Burris (2007) find that employees or followers may not take the risk \u201cif they perceive these risks to result in negative consequences\u201d or if they cause\u00a0embarrassment\u00a0(Maximo, et al., 2019, p. 3).\n
    Ethical Leadership<\/h5>\nBrown et al. (2005) define ethical leadership as \u201cthe demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making\" (p. 120). Kaptein (2016) adds that an ethical leader is not just a moral person and manager but also a \u201cmoral entrepreneur who creates new norms\u201d (p. 1136). This entrepreneurship should lead to the \u201cdevelopment of both society and the trust of stakeholders\u201d (Kaptein, 2016, p. 1136). Brown and Trevi\u00f1o (2014) find that \u201cleaders who have had ethical role models are more likely to become ethical leaders\u201d (Kaptein, 2016, p. 1135).\n\nA leader needs to be \u201cperceived as attractive, credible, and legitimate\u201d in order to be an effective and influential ethical leader (Brown et al., 2005, p. 120). Kalshoven et al. (2011) also find that ethical leaders tend to be agreeable and conscientious (Kaptein, 2016, p. 1135). Brown et al. (2005) studied how MBA students described a leader they perceived as ethical. The results included a leader who listens, keeps their followers\u2019 best interests in mind, is a role model when it comes to ethics, applies discipline when ethics are violated, makes fair decisions, and can be trusted (Kaptein, 2016, p. 1137).\n\nKaptein (2016) argues that ethical leadership is even an important part of transformational and authentic leadership \u201cbecause ethics lies at the heart of leadership\u201d (p. 1136).\n
    Transformational Leadership<\/h5>\nBass and Riggio (2006) describe transformational leadership as motivating others through a common mission or challenge that empowers followers and encourages them to develop as leaders (p. 3). Transformational leaders tend to have more satisfied, committed followers with elevated work performances (Bass & Riggio, 2006, p. 4). This style of leadership addresses \u201cthe follower\u2019s sense of self-worth\u201d (Bass & Riggio, 2006, p. 4). Carleton, Barling, and Trivisonno (2018) also found a strong connection between a leader\u2019s trait mindfulness and their positive actions as a transformational leader.\n\nThe components of transformational leadership include idealized influence (acting as a strong role model), inspirational motivation (motivating others through a shared vision or common goal), intellectual stimulation (encouraging followers to find creative and innovative solutions), and individualized consideration (paying attention to each follower\u2019s needs and adjusting mentoring strategies to fit those needs) (Bass & Riggio, 2006, p. 5-6). Individualized consideration is most important when it comes to vulnerability as it \u201cinvolves leaders creating relationships with followers that demonstrate care and attention with follower\u2019s needs and emotions\u201d (Simonis, 2015, p. 7). A leader who applies individualized consideration tends to build relationships with a greater level of trust (Simonis, 2015, p. 7).\n\nA concern regarding transformational leadership is that a leader could lead their followers astray with \u201cdestructive\u201d and \u201cselfish\u201d motivations, making a leader\u2019s authenticity vital in a successful relationship (Bass & Riggio, 2006, p. 4).\n
    Industry: Higher Education<\/h5>\nDeveloping a method of teaching vulnerability would help \u201cto actualize the goals of a higher education\u201d (Brantmeier, 2013). Brantmeier (2013) recommends an \u201capproach to education that invites vulnerability and deepened learning through a process of self and mutual disclosure on the part of co-learners in the classroom.\u201d Amey (2006) \u201csuggests that leaders in higher education should be developed not on a series of manuals or \u2018how-to\u2019 writings, but rather by understanding identities, roles, gender and race, critical thinking, and learning\u201d (Seefeld, 2016, p. 36). Trivellas and Dargenidou (2009) found that leadership means \u201cmore than simply being a manager, but also working for the good of the institution, in and amongst colleagues\u201d (Seefeld, 2016, p. 38). Burns (1978) explains that \"leaders must communicate their professional needs to colleagues in such a way that does not simply wield power, but that also addresses the wants, needs, and other motivations at play amongst his or her colleagues\" (Seefeld, 2016, p. 56). \u201cThe purpose of such sharing is to go beyond understanding power, privilege, and oppression on individual levels and dive into the murky waters of institutional, cultural, societal, and structural levels of oppression, power, and privilege\u201d (Brantmeier, 2013). Goldberg (2001) \u201cstates that one must \u2018believe that what you are doing will actually help people\u2019\u201d (Seefeld, 2016, p. 37).\n\n \n\nReferences:\n\nAvolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315\u2013338.\n\nBass, B. M., & Riggio, R. E. (2006). Transformational leadership. L. Erlbaum Associates.\n\nBettez, S. (2017). Flipping the script from talking to teens about \u201ccelebrating diversity\u201d to promoting equity through embracing vulnerability and enacting courage. Multicultural Perspectives, 19(2), 90\u201397.\n\nBrower, H. H., Schoorman, F., & Tan, H. H. (2000). A model of relational leadership: The integration of trust and leader-member exchange. The Leadership Quarterly, 11(2), 227\u2013250.\n\nBrown, B. (2018).\u00a0Dare to lead: brave work, tough conversations, whole hearts. Random House Publishing.\n\nBrown, B. (2015). Daring greatly: How the Courage to be vulnerable transforms the way we live, love, parent, and lead. Random House Publishing.\n\nBrown, B. (2012a). The power of vulnerability: Teachings on authenticity, connection, & courage [Audiobook]. Sounds True.\n\nBrown, B. (2012b). Vulnerability and Inspired Leadership. Retrieved from https:\/\/www.impatientoptimists.org\/Posts\/2012\/11\/Leadership-Series-Vulnerability-and-Inspired-Leadership?fullweb=1\n\nBrown, M. E., Trevi\u00f1o, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117\u2013134.\n\nBush, M., & Lewis-Kulin, S. (2018, February 20). What it takes to be one of the 100 best companies to work for. Retrieved from https:\/\/fortune.com\/2018\/02\/15\/best-companies-salesforce\/\n\nCarleton, E. L., Barling, J., & Trivisonno, M. (2018). Leaders\u2019 trait mindfulness and transformational leadership: The mediating roles of leaders\u2019 positive affect and leadership self-efficacy. Canadian Journal of Behavioural Science, 50(3), 185\u2013194.\n\nChenfeng, J., Kim, L., Wu, Y., & Knudson-Martin, C. (2016). Addressing Culture, Gender, and Power with Asian American Couples: Application of Socio-Emotional Relationship Therapy. Family Process, 56(3), 558\u2013573.\n\nCl\u00e9ro, J.-P. (2018). Two mathematical patterns of vulnerability. Philosophy, Social, & Human Disciplines, 2, 5\u201324.\n\nCopeland, M. K. (2016). The impact of authentic, ethical, transformational leadership on leader effectiveness. Journal of Leadership, Accountability and Ethics<\/em>, 13<\/em>(3), 79\u201397.\n\nCrouch, A. (2016). Strong and weak. Intervarsity Press.\n\nFletcher, J. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. The Leadership Quarterly, 15(5), 647\u2013661.\n\nHoyt, C. L. (2010). Women, men, and leadership: Exploring the gender gap at the top. Social and Personality Psychology Compass, 4(7), 484\u2013498.\n\nIto, A., & Bligh M. (2017). Feeling vulnerable? Disclosure of vulnerability in the charismatic leadership relationship. Journal of Leadership Studies, 10(3), 66-70.\n\nKaptein, M. (2017). The moral entrepreneur: A new component of ethical leadership. Journal of Business Ethics, 156(4), 1135\u20131150.\n\nLapidot, Y., Kark, R., & Shamir, B. (2007). The impact of situational vulnerability on the development and erosion of followers trust in their leader. The Leadership Quarterly, 18(1), 16\u201334.\n\nLopez, S. O. (2018). Vulnerability in leadership: The power of the courage to descend. Industrial-Organizational Psychology Dissertations, 16, 1\u201369.\n\nLunenburg, F. (2010). Leader-member exchange theory: Another perspective on the leadership process. International Journal of Management, Business and Administration, 13(1), 1-5.\n\nMaximo, N., Stander, M. W., & Coxen, L. (2019). Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors. SA Journal of Industrial Psychology, 45.\n\nMiller, S. P. (2013). Leader-member exchange. Salem Press Encyclopedia.\n\nOc, B., Daniels, M. A., Diefendorff, J. M., Bashshur, M. R., & Greguras, G. J. (2019). Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity. Organizational Behavior and Human Decision Processes.\n\nPignatelli, F. (2011). Being Accountable. Schools: Studies in Education, 8(2), 215\u2013230.\n\nScandura, T. A., & Pellegrini, E. K. (2008). Trust and leader\u2014Member exchange. Journal of Leadership & Organizational Studies, 15(2), 101\u2013110.\n\nSeefeld, S. J. (2016). Leadership competencies at Concordia University system institutions. UNLV Theses, Dissertations, Professional Papers, and Capstones, 2735, 1\u2013129.\n\nSepp\u00e4l\u00e4, E. (2018). What bosses gain by being vulnerable. Retrieved from https:\/\/hbr.org\/2014\/12\/what-bosses-gain-by-being-vulnerable\n\nSimonis, K. (2015). The impact of vulnerability on transformational leadership. Academia<\/em>, 1\u201322.\n\nThrash, A. (2012). Leadership in higher education. International Journal of Humanities and Social Science, 2(13), 1\u201312.\n\nTomkins, L., & Nicholds, A. (2017). Make me authentic, but not here: Reflexive struggles with academic identity and authentic leadership.\u00a0Management Learning,\u00a048(3), 253\u2013270.\n\n
    \n\n\u201cVulnerability in Higher Education Leadership\u201d Plante, M.\u00a0 (March 2020). CC BY 4.0\n\n ","rendered":"

    Introduction<\/strong><\/h4>\n

    Vulnerability research was popularized by Dr. Bren\u00e9 Brown through her years of research on shame. Utilizing vulnerability on a day-to-day basis can \u201cdemonstrate transparency and an openness to emotional exposure\u201d (Lopez, 2018, ix) with others. This chapter aims to dive deeper into the measure of vulnerability as well as how it is closely related to trust, courage, self-awareness, and three leadership styles: authentic, ethical, and transformational.<\/p>\n

    Vulnerability: Definition and Myths<\/strong><\/h4>\n

    Definitions of vulnerability among researchers vary but include similar components of putting trust in another (Lapidot, Kark & Shamir, 2007), acknowledging failure (Ito & Bligh, 2017), and risking emotional exposure (Crouch, 2016 and Brown, 2012a). Gambetta (1988) describes vulnerable individuals as those who instill trust in others with the belief that no harm will come to them as a result (Lapidot, Kark & Shamir, 2007, p. 17). Displaying vulnerability can also be a chance to embrace changes and challenges while feeling safe enough to acknowledge failure (Ito & Bligh, 2017, p. 67). Vulnerability is emotional exposure (Brown, 2012a) that threatens the loss \u201cof our own sense of self\u201d (Crouch, 2016, p. 41). Cl\u00e9ro (2018) adds that \u201cvulnerability should be differentiated from weakness or from the frailty that results from it\u201d (p. 6). Brown goes on further to state that \u201cwe think about vulnerability as a dark emotion. We think of vulnerability at the core of fear and shame and grief and disappointment, things that we do not want to feel\u201d (Brown, 2012a). Yet facing the difficult \u201cdark emotion\u201d can lead to \u201cevery positive emotion that we need in our lives: love, belonging, joy, empathy\u201d (Brown, 2012a).<\/p>\n

    For this paper, I will cite the definition of vulnerability as \u201cthe emotion we experience during times of uncertainty, risk, and emotional exposure\u201d (Brown, 2018, p. 19).<\/p>\n

    \u201cWhen a leader embraces failure and shares vulnerability with humility, followers are able to connect with the leader at an emotional level and are more likely to share feelings of vulnerability themselves\u201d (Ito & Bligh, 2017, p.67). Some examples of actions that a vulnerable leader might take include reaching out to an employee with an ill child or family member, checking in with a coworker who experienced a recent loss, or taking responsibility for a mistake at work (Sepp\u00e4l\u00e4, 2014). “Collaboration, then, as a way to be morally accountable, requires a deep understanding of vulnerability: the generosity, humility, and patience needed to work through conflicts, misunderstandings, and miscommunications” (Pignatelli, 2011, p. 223).<\/p>\n

    In her book, The Power of <\/em>Vulnerability, Dr. Bren\u00e9 Brown identifies four myths regarding vulnerability, and then adds two more in Dare to Lead<\/em> for a total of six:<\/p>\n

      \n
    1. Vulnerability is a character defect and weakness (Brown, 2012a).<\/li>\n
    2. \u201cI don\u2019t do vulnerability\u201d (Brown, 2012a).<\/li>\n
    3. \u201cThat we can create a culture in our family, in our work, and our big culture that we live in even and that we can do this alone\u201d (Brown, 2012a).<\/li>\n
    4. \u201cYou can trust without vulnerability. It\u2019s a very chicken\/egg proposition\u201d (Brown, 2012a).<\/li>\n
    5. \u201cTrust comes before vulnerability\u201d (Brown, 2018, p. 29).<\/li>\n
    6. \u201cVulnerability is disclosure\u201d (Brown, 2018, p. 34).<\/li>\n<\/ol>\n

      Vulnerability and Trust<\/strong><\/h4>\n

      Vulnerability directly involves the issue of trust (Brown, 2012a). Leaders \u201cmust be truthful and consistent in their behavior and must not arbitrarily disregard employees\u2019 suggestions and opinions on a regular basis\u201d (Thrash, 2012, p. 4). The best place to work \u201cis one where employees trust the people they work with, have pride in the work they do, and enjoy the people they work with\u201d (Bush & Lewis-Kulin, 2018).<\/p>\n

      One leadership theory that directly relates to vulnerability and trust is the leader-member exchange theory. This is the theory \u201cthat leaders form relationships with their subordinates that fall into two broad groups: an in-group characterized by strong exchange relationships, and an out-group that lacks solid leader connections\u201d (Miller, 2013). Members of the in-group tend to be high-performing employees who take on more responsibility and make greater contributions to an organization (Lunenburg, 2010, p. 2). The leader takes more risks with members of the in-group, as higher risks correlate to a higher level of trust in the employee (Scandura & Pellegrini, 2008, p. 102). Yet Scandura and Pellegrini (2008) found that a leader\u2019s trust is still vulnerable in relationships with in-group members (p. 101). It is possible the severity of the risk could be underestimated, leading to \u201ca false expectation about the vulnerability of the leader\u201d (Brower, Schoorman, & Tan, 2000, p. 241).<\/p>\n

      Vulnerability and Courage<\/strong><\/h4>\n

      \u201cVulnerability is our most accurate measure of courage. To be vulnerable, to let ourselves be seen is incredibly difficult\u201d (Brown, 2012a). \u201cYou can embrace vulnerability and enact courage to promote equity through allowing yourself to be seen, believing that you are enough\u201d (Bettez, 2017). \u201cCourage is contagious. To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded\u201d (Brown, 2018, p. 12). Brown (2012a) notes that courage is part of one of the big paradoxes with vulnerability, \u201cIt\u2019s the first thing I look for in you but it\u2019s the last thing I want you to see in me. In you, it\u2019s courage, in me, it\u2019s inadequacy. In you, it\u2019s strength and lovability, in me, it\u2019s shame\u201d (Brown, 2012a).<\/p>\n

      Vulnerability and Authenticity\/Self-Awareness<\/strong><\/h4>\n

      \u201cHow much we know ourselves is extremely important, but how we treat ourselves is the most important\u201d (Brown, 2012a). As we grow up, \u201cwe experience pain, and shame, and struggle with worthiness, we shut down parts of ourselves. And we shut down those things that make us vulnerable\u201d (Brown, 2012a). \u201cIf I have never expected my closest family members to emotionally support or connect with me, then I am unfamiliar with the experience of being emotionally vulnerable; being encouraged to do so would likely feel prohibitive and foreign\u201d (Chenfeng et al., 2016, p. 562). “When individuals feel less vulnerable or more secure in their relationships with others, they are more likely to let others see them for who they really are” (Oc et al., 2019, p. 4).<\/p>\n

      San\u00e9 Bell wrote: \u201cwhen I lack self-awareness as a leader and when I\u2019m not connected with the intentions driving my thoughts, feelings, and actions, I limit the perspective and insights that I can share with the people I lead\u201d (Brown, 2018, p. 179). “Leaders need to be authentic for their displays of humility to be effective” (Oc et al., 2019, p. 19). \u201cAuthenticity draws attention to who a leader is\u2014whether framed in terms of identity, character, personality, or any other construct of selfhood\u201d (Tomkins & Nicholds, 2017, p. 6). Sedikides, Slabu, Lenton, & Thomaes (2017) define authenticity as the “sense or feeling that one is in alignment with one’s true or genuine self” (Oc et al., 2019, p. 1).<\/p>\n

      Avolio and Gardner (2005) describe authentic leaders as \u201cself-aware and self-regulating individuals, whose beliefs and behaviors are anchored by a commitment to their \u2018true self\u2019\u201d (Tomkins & Nicholds, 2017, p. 6). “When leaders engage in reflective practices, their own goals and performance are likely to thrive” (Seefeld, 2016, p. 54). Kezar, Carducci, & Contreras-McGavin (2006) explain that \u201csuccessful leaders are authentic and behave with consistency, can read the emotions of others, and attend to the emotional aspects of the organization\u201d (Seefeld, 2016, p. 36).<\/p>\n

      Wallace and Tice (2012) note that an individual’s desire to be socially accepted can affect whether they act authentically (Oc et al., 2019, p. 3). Individuals often show an inauthentic version of themselves at work and may opt to do so because they feel vulnerable (Oc et al., 2019, p. 3). “At the same time, our capacity and need to take an action and demonstrate initiative speaks, equally, to our vulnerability and fragility, to the very real risk of inflicting both intended and unintended pain” (Pignatelli, 2011, p. 225).<\/p>\n

      Vulnerability and Gender\/Identity<\/strong><\/h4>\n

      Fletcher (2004) reflects that traditional leadership characteristics tend to be masculine \u201csuch as individualism, control, assertiveness, and skills of advocacy and domination\u201d while more modern characteristics are considered feminine \u201csuch as empathy, community, vulnerability, and skills of inquiry and collaboration\u201d (p. 650). While people may instinctively think of the masculine traits when describing a leader, an effective leader needs to have an \u201candrogynous combination of feminine and masculine traits,\u201d where men display slightly less assertiveness and women slightly more integrity (Hoyt, 2010, p. 486). Gardner (2011) finds \u201cauthenticity carries masculine connotations in connection with the Enlightenment\u2019s rational subject\u201d while Tomkins and Simpson (2015) note \u201cit can also be feminine, especially when the discourses of authentic and caring leadership are interwoven (Tomkins & Nicholds, 2017, p. 20).<\/p>\n

      When discussing the myth of vulnerability as a weakness and that people don\u2019t \u201cdo vulnerability,\u201d Brown (2012a) notes that statement is \u201cnormally followed up by a gender comment or a professional comment\u201d such as \u201cI don\u2019t do vulnerability, I\u2019m a dude.\u201d “Encouraging leader humility in the workplace may not be an easy task given that many organizational leaders fear that expressing humility demonstrates a lack of competence to others” (Oc et al., 2019, p. 21).<\/p>\n

      “Despite being underrepresented, women are perceived to have more desirable leadership qualities than men” (Seefeld, 2016, p. 41). Bass (1990) notes that \u201cwomen are more likely than men to adjust or ‘modify’ their leadership characteristics as they move up or down the hierarchical leadership ladder” (Seefeld, 2016, p. 100). Schreiber (2002) notes that \u201cwomen continue to have perceptions about their position(s) in higher education, embracing a collaborative leadership style that can be misunderstood or disrespected, and at times, feeling out of sync with some male-dominated administrations” (Seefeld, 2016, p. 100).\u201cWe ask [men] to be vulnerable, we beg them to let us in, and we plead with them to tell us when they\u2019re afraid, but the truth is that most women can\u2019t stomach it. In those moments when real vulnerability happens in men, most of us recoil with fear and that fear manifests as everything from disappointment to disgust\u201d (Brown, 2012b, p. 95).<\/p>\n

      Leadership Styles<\/strong><\/h4>\n

      While there are numerous leadership theories and styles, Copeland (2016) found values-based leadership styles to be most effective in her research, namely authentic, ethical, and transformational leadership styles (p. 79). These three styles of leadership all involve some level of risk and will be featured in the study.<\/p>\n

      Authentic Leadership<\/h5>\n

      Authentic leadership has been described as \u201cthe process whereby leaders are aware of their thoughts and behaviors within the context in which they operate\u201d (Maximo et al., 2019, p. 2). Walumbwa et al. (2008) outline the components of authentic leadership as self-awareness (a leader\u2019s understanding of themselves including strengths and weaknesses), balanced processing (a leader\u2019s ability to make objective decisions after weighing all the evidence), and relational transparency (a leader\u2019s strength in communicating honest and genuine information as well as opinions) (Maximo et al., 2019, p. 2).<\/p>\n

      Michie and\u00a0Gooty\u00a0(2005) noted that emotions directed toward others motivate authentic leaders \u201cto behave in ways that reflect self-transcendent values\u201d (Avolio & Gardner, 2005, p. 318). For example, gratitude and appreciation (other-directed emotions) would be motivators for an authentic leader to model values of honesty and loyalty (Avolio & Gardner, 2005, p. 318).<\/p>\n

      While these components\/traits are essential for an authentic leader, authentic leaders also have a significant impact on their organization and their followers (Maximo et al., 2019, p. 3); thus, authentic leadership should focus on the relationship between the leader and the follower too (Avolio & Gardner, 2005, p. 321). Authentic followers are likely to display the same behaviors and traits described\u00a0above,\u00a0paralleling\u00a0those exhibited by their authentic leader (Avolio & Gardner, 2005, p. 322). Followers may also show \u201cincreased levels of trust and a stronger willingness to cooperate\u201d (Maximo et al., 2019, p. 3).<\/p>\n

      As with any relationship based on trust, both parties take a risk in being vulnerable (Maximo, et al., 2019, p. 3).\u00a0Detert\u00a0and Burris (2007) find that employees or followers may not take the risk \u201cif they perceive these risks to result in negative consequences\u201d or if they cause\u00a0embarrassment\u00a0(Maximo, et al., 2019, p. 3).<\/p>\n

      Ethical Leadership<\/h5>\n

      Brown et al. (2005) define ethical leadership as \u201cthe demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making” (p. 120). Kaptein (2016) adds that an ethical leader is not just a moral person and manager but also a \u201cmoral entrepreneur who creates new norms\u201d (p. 1136). This entrepreneurship should lead to the \u201cdevelopment of both society and the trust of stakeholders\u201d (Kaptein, 2016, p. 1136). Brown and Trevi\u00f1o (2014) find that \u201cleaders who have had ethical role models are more likely to become ethical leaders\u201d (Kaptein, 2016, p. 1135).<\/p>\n

      A leader needs to be \u201cperceived as attractive, credible, and legitimate\u201d in order to be an effective and influential ethical leader (Brown et al., 2005, p. 120). Kalshoven et al. (2011) also find that ethical leaders tend to be agreeable and conscientious (Kaptein, 2016, p. 1135). Brown et al. (2005) studied how MBA students described a leader they perceived as ethical. The results included a leader who listens, keeps their followers\u2019 best interests in mind, is a role model when it comes to ethics, applies discipline when ethics are violated, makes fair decisions, and can be trusted (Kaptein, 2016, p. 1137).<\/p>\n

      Kaptein (2016) argues that ethical leadership is even an important part of transformational and authentic leadership \u201cbecause ethics lies at the heart of leadership\u201d (p. 1136).<\/p>\n

      Transformational Leadership<\/h5>\n

      Bass and Riggio (2006) describe transformational leadership as motivating others through a common mission or challenge that empowers followers and encourages them to develop as leaders (p. 3). Transformational leaders tend to have more satisfied, committed followers with elevated work performances (Bass & Riggio, 2006, p. 4). This style of leadership addresses \u201cthe follower\u2019s sense of self-worth\u201d (Bass & Riggio, 2006, p. 4). Carleton, Barling, and Trivisonno (2018) also found a strong connection between a leader\u2019s trait mindfulness and their positive actions as a transformational leader.<\/p>\n

      The components of transformational leadership include idealized influence (acting as a strong role model), inspirational motivation (motivating others through a shared vision or common goal), intellectual stimulation (encouraging followers to find creative and innovative solutions), and individualized consideration (paying attention to each follower\u2019s needs and adjusting mentoring strategies to fit those needs) (Bass & Riggio, 2006, p. 5-6). Individualized consideration is most important when it comes to vulnerability as it \u201cinvolves leaders creating relationships with followers that demonstrate care and attention with follower\u2019s needs and emotions\u201d (Simonis, 2015, p. 7). A leader who applies individualized consideration tends to build relationships with a greater level of trust (Simonis, 2015, p. 7).<\/p>\n

      A concern regarding transformational leadership is that a leader could lead their followers astray with \u201cdestructive\u201d and \u201cselfish\u201d motivations, making a leader\u2019s authenticity vital in a successful relationship (Bass & Riggio, 2006, p. 4).<\/p>\n

      Industry: Higher Education<\/h5>\n

      Developing a method of teaching vulnerability would help \u201cto actualize the goals of a higher education\u201d (Brantmeier, 2013). Brantmeier (2013) recommends an \u201capproach to education that invites vulnerability and deepened learning through a process of self and mutual disclosure on the part of co-learners in the classroom.\u201d Amey (2006) \u201csuggests that leaders in higher education should be developed not on a series of manuals or \u2018how-to\u2019 writings, but rather by understanding identities, roles, gender and race, critical thinking, and learning\u201d (Seefeld, 2016, p. 36). Trivellas and Dargenidou (2009) found that leadership means \u201cmore than simply being a manager, but also working for the good of the institution, in and amongst colleagues\u201d (Seefeld, 2016, p. 38). Burns (1978) explains that “leaders must communicate their professional needs to colleagues in such a way that does not simply wield power, but that also addresses the wants, needs, and other motivations at play amongst his or her colleagues” (Seefeld, 2016, p. 56). \u201cThe purpose of such sharing is to go beyond understanding power, privilege, and oppression on individual levels and dive into the murky waters of institutional, cultural, societal, and structural levels of oppression, power, and privilege\u201d (Brantmeier, 2013). Goldberg (2001) \u201cstates that one must \u2018believe that what you are doing will actually help people\u2019\u201d (Seefeld, 2016, p. 37).<\/p>\n

       <\/p>\n

      References:<\/p>\n

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      Bettez, S. (2017). Flipping the script from talking to teens about \u201ccelebrating diversity\u201d to promoting equity through embracing vulnerability and enacting courage. Multicultural Perspectives, 19(2), 90\u201397.<\/p>\n

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      Brown, M. E., Trevi\u00f1o, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117\u2013134.<\/p>\n

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      Crouch, A. (2016). Strong and weak. Intervarsity Press.<\/p>\n

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      Ito, A., & Bligh M. (2017). Feeling vulnerable? Disclosure of vulnerability in the charismatic leadership relationship. Journal of Leadership Studies, 10(3), 66-70.<\/p>\n

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      Maximo, N., Stander, M. W., & Coxen, L. (2019). Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors. SA Journal of Industrial Psychology, 45.<\/p>\n

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      Oc, B., Daniels, M. A., Diefendorff, J. M., Bashshur, M. R., & Greguras, G. J. (2019). Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity. Organizational Behavior and Human Decision Processes.<\/p>\n

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      Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader\u2014Member exchange. Journal of Leadership & Organizational Studies, 15(2), 101\u2013110.<\/p>\n

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      Sepp\u00e4l\u00e4, E. (2018). What bosses gain by being vulnerable. Retrieved from https:\/\/hbr.org\/2014\/12\/what-bosses-gain-by-being-vulnerable<\/p>\n

      Simonis, K. (2015). The impact of vulnerability on transformational leadership. Academia<\/em>, 1\u201322.<\/p>\n

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      \n

      \u201cVulnerability in Higher Education Leadership\u201d Plante, M.\u00a0 (March 2020). CC BY 4.0<\/p>\n

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