New study shows vulnerability can strengthen leadership and organizations.
In professional environments, women leaders are still often expected to project strength, confidence, and complete control. A new study co-authored by Dr Zuzanna Staniszewska from Kozminski University shows, however, that constantly hiding one’s vulnerability may come at a high cost, both for leaders themselves and for organizations. The article “Afraid to Be Vulnerable? Women, Leadership, and the Constructive Role of Vulnerability for Organizations”, published in the European Management Journal, argues that acknowledging vulnerability does not weaken leadership. On the contrary, it can become an important and constructive part of it.
The authors based their conclusions on a qualitative study involving interviews with 35 women in senior leadership positions in Poland. The findings show that many women leaders operate within organizational cultures that reward composure, resilience, and the image of someone who is always confident, while simultaneously discouraging the expression of emotions, uncertainty, or difficult experiences. As a result, women often consciously manage their vulnerability or suppress it altogether.
As Dr Zuzanna Staniszewska explains, many women in leadership roles have learned that in order to be taken seriously, they must constantly appear strong and unshakable. The study suggests, however, that while this strategy may help in day-to-day professional functioning, it can also disconnect leaders from an important part of their experience and limit more authentic ways of building relationships and exercising leadership. Vulnerability does not have to mean weakness. Instead, it can become a source of a more mature, human, and sustainable leadership style.
The study contributes to a growing debate about what contemporary leadership really looks like and about the costs borne by people who spend years learning to wear a “mask” of resilience. This is particularly relevant in times of increasing pressure, overload, and burnout, when organizations more frequently declare their commitment to wellbeing, yet often continue to reinforce norms that make authenticity and emotional openness difficult.
The researchers do not advocate for a “soft” model of management. Rather, they propose a more integrated and balanced approach to leadership, one that recognizes humanity as part of professionalism. Their findings also show that acknowledging one’s vulnerability may support personal development, improve the quality of workplace relationships, and contribute to healthier work environments. This sends an important signal to organizations seeking to build leadership cultures based not only on performance, but also on trust, reflection, and long-term sustainability.
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The publication was authored by Dr Zuzanna Staniszewska and Martyna Śliwa. The article was published in the European Management Journal.
https://www.sciencedirect.com/science/article/abs/pii/S0263237326000290?via%3Dihub