By: Victoria H Trabosh CEC
Leading with Heart
When leaders show up as fully human—flaws, fears, and all—they permit others to do the same. This openness fosters what Harvard Business School professor Amy Edmondson calls ‘psychological safety’: a work environment where people feel safe speaking up, taking risks, and being themselves. Studies show that psychological safety is a key driver of high-performing teams.
Trust, the bedrock of all successful organizations, is built not through perfection but through authenticity. According to a recent Gallup report, employees who strongly agree they trust their leadership are more likely to be engaged, loyal, and productive. Vulnerability plays a direct role in earning that trust.
Executives with whom I’ve worked have described this quality of vulnerability as one of the critical attributes in their work.
I’ve had clients say, “Vicky, being vulnerable doesn’t mean I’m weak. On the contrary, it’s made me more accessible, more authentic, and capable of having deeper, more meaningful conversations with people, regardless of their role in the company. I’ve discovered that when leaders lead openly, others feel empowered to do the same. Honesty and connection start with us.”
The ROI of Realness
Research supports what many of us intuitively know: people don’t want perfect leaders—they want real ones. A study published in the Leadership & Organization Development Journal found that authentic leadership, which includes transparency and vulnerability, is positively linked to employee satisfaction and organizational commitment.
Think about the leaders who’ve inspired you. Chances are, they weren’t the ones who had all the answers but the ones who made you feel seen, heard, and valued. They were the ones who weren’t afraid to say, ‘I don’t know,’ or ‘I made a mistake.’ Those moments of honesty, far from diminishing their authority, made them more credible and approachable.
Creating a Culture of Courage
The benefits of vulnerable leadership extend beyond individual relationships. It sets the tone for an entire culture. When leaders model humility and openness, they encourage collaboration, experimentation, and continuous learning. In today’s rapidly shifting landscape, those qualities are lovely and essential for resilience and adaptability.
In a study published in the Academy of Management Journal, John Detert and Amy Edmondson found that employees often silence themselves not because they lack ideas but because they fear repercussions. Vulnerable leaders break that silence by creating a space where honest dialogue is safe and expected.
Walking the Talk
Of course, vulnerability must be practiced with wisdom. It’s not about emotional oversharing or turning every meeting into a therapy session. It’s about intentional transparency. It’s admitting when you’re uncertain, asking for help when needed, and sharing a personal story to underscore a point, not to seek sympathy. It’s about leading with empathy, even when it’s uncomfortable.
Brené Brown says, ‘You can’t get to courage without walking through vulnerability.’
The Leadership Imperative
As we look ahead, the leaders who will thrive aren’t those who pretend to be bulletproof but those who dare to be seen. Vulnerability isn’t about losing control—it’s about gaining connection. And in a world hungry for trust, authenticity, and human-centered leadership, vulnerability may be a helpful tool.
About Victoria Trabosh
Victoria Trabosh is a transformational coach, international speaker, and bestselling author based in Lake Oswego, Oregon. She is the creator of the AdFARsity™ framework, founder of the Itafari Foundation, and a certified executive coach with more than 40 years of leadership experience. Learn more at www.victoriatrabosh.com.
Sources
– Brown, B. (2010). *The Power of Vulnerability* [TED Talk].
– Brown, B. (2012). *Daring Greatly*. Gotham Books.
– Gallup (2023). *State of the Global Workplace Report*.
– Walumbwa, F. O. et al. (2008). *Leadership & Organization Development Journal*, 29(2), 70–91.
– Detert, J. R., & Edmondson, A. C. (2011). *Academy of Management Journal*, 54(3), 461–488.
Published by Joseph T.
