Good Leaders Never Show Vulnerability: Myth Explained

There’s a widely held belief that effective leaders must always project strength, confidence, and control—never showing signs of doubt, uncertainty, or weakness.

This myth suggests that leaders need to appear invulnerable at all times to maintain authority and the respect of their teams.

The assumption is that admitting mistakes or exposing vulnerabilities will lead to diminished trust and credibility, causing followers to question their capability and judgment.

This misconception creates a rigid and unrealistic expectation for leaders, placing undue pressure on them to be flawless and infallible. The idea that leaders must be "perfect" at all times can discourage openness, authenticity, and honest communication within organizations.

Reality: Vulnerability is a Strength, Not a Weakness

In reality, vulnerability is not a sign of weakness; it’s a powerful leadership tool that can build stronger relationships, foster trust, and create a culture of transparency.

Great leaders understand that being human—embracing imperfections and acknowledging limitations—makes them more relatable and approachable. Showing vulnerability signals that leaders are secure enough to admit they don’t have all the answers, which encourages collaboration and continuous learning within their teams.

Leaders who are willing to be open about their struggles, mistakes, or uncertainties demonstrate emotional intelligence and humility. They model a growth mindset by showing that they are always learning and willing to evolve.

This approach fosters a culture where team members feel safe to take risks, innovate, and share their own challenges without fear of judgment or failure. When leaders display vulnerability, they signal to others that it’s okay to be human, which builds trust and deepens connections with their teams.

Example: Brené Brown on Leadership and Vulnerability

Brené Brown, a researcher and author known for her work on vulnerability, emphasizes the role of openness in leadership. Brown argues that leaders who are willing to show vulnerability create environments where people feel empowered to take risks, admit mistakes, and embrace learning.

By modeling vulnerability, leaders encourage a culture where individuals are more likely to innovate and grow without fear of failure or harsh consequences.

According to Brown, leaders who attempt to hide their vulnerability often create a culture of fear or perfectionism, where employees are afraid to make mistakes or speak up.

In contrast, leaders who admit when they’re uncertain or when they’ve made an error help normalize these experiences, creating psychological safety. Team members are more likely to engage authentically and contribute new ideas when they know their leaders are willing to do the same.

Why Vulnerability Strengthens Leadership

Leaders who show vulnerability exhibit several key traits that are vital for long-term leadership success:

1. Vulnerability allows leaders to connect emotionally with their teams. When leaders are honest about their challenges or insecurities, they demonstrate empathy and understanding, which helps build strong relationships. Emotional intelligence is a cornerstone of leadership because it enables leaders to effectively manage relationships, navigate conflict, and build team cohesion.
2. Admitting mistakes or uncertainties can actually enhance a leader’s credibility, as it shows that they are honest and self-aware. When leaders are open about their own growth process, they earn the trust of their team members, who appreciate the leader’s authenticity. Team members are more likely to trust a leader who is real and relatable than one who maintains an air of invulnerability.
3. When leaders model vulnerability, they create an environment where experimentation, risk-taking, and innovation are valued. Team members feel comfortable stepping outside their comfort zones and trying new things because they know that failure is seen as a learning opportunity rather than a career-ending mistake. Vulnerable leaders encourage their teams to push boundaries and learn from their experiences, driving personal and organizational growth.
4. Vulnerable leaders invite feedback, ideas, and input from their teams, fostering a sense of ownership and collaboration. When leaders are willing to admit they don’t have all the answers, they create space for their team members to step up and contribute, resulting in more engaged and motivated teams.

Why This Myth is Harmful

The belief that good leaders must never show vulnerability can create a toxic culture of perfectionism and fear. Leaders who attempt to maintain a facade of invincibility may isolate themselves from their teams, missing out on valuable input, feedback, and support.

A leader who refuses to show vulnerability may also inadvertently set unrealistic expectations for their team, creating a workplace where mistakes are hidden and learning opportunities are lost.

This myth can also prevent leaders from building strong, authentic relationships with their teams. When leaders keep their guard up and project an image of perfection, it creates distance between them and their employees. Team members may feel intimidated or disconnected, which can hinder collaboration and creativity.

Furthermore, this belief can place an immense burden on leaders themselves, as they feel pressure to maintain an unrealistic image of perfection. This can lead to burnout, stress, and isolation as leaders try to live up to an impossible standard.

Vulnerability is a Vital Leadership Tool

Showing vulnerability as a leader is not a liability—it’s an asset. Vulnerability fosters trust, promotes authenticity, and creates a culture where people feel empowered to grow, learn, and take risks. By embracing their imperfections, leaders model resilience and a growth mindset, which inspires others to do the same.

Great leaders understand that admitting they don’t have all the answers and being open to feedback strengthens their credibility, fosters team collaboration, and drives innovation. Leadership isn’t about being perfect; it’s about being real, approachable, and committed to continuous learning.