Public Perception Towards Emotional Display by Political and Corporate Figures in the Limelight
In the realm of leadership, vulnerability has long been a taboo subject, with many leaders hesitant to show signs of weakness or emotional fragility. However, recent studies and displays of vulnerability by top UK leaders suggest that this approach may be changing.
One such leader is Rachel Reeves, the Chancellor of the Exchequer in the UK. In a surprising turn of events, Reeves displayed visible distress in the House of Commons, but the cause remains unknown. Despite the uncertainty, the display of her distress was undeniably authentic, and it has sparked a conversation about the role of vulnerability in leadership.
In a different context, Keir Starmer, the Prime Minister of the UK, has faced a series of challenges, including firebombing of his London family home, Iran missile strikes, a G7 meeting in Canada, and a NATO summit in The Hague within a short timeframe. Starmer's openness about these challenges could be seen as a step towards a more vulnerable leadership style.
The benefits of this approach are not without controversy. Leaders may perceive vulnerability as a sign of weakness, which could undermine their authority and control. Displaying vulnerability after a leader is already in trouble can be seen as an excuse or damage control, further eroding trust. However, when vulnerability is displayed proactively and authentically, it can build trust and enhance organizational effectiveness.
Research by author Jacob Morgan suggests that this is a rare quality in leaders, with only 16% of employees saying their leaders show qualities of a vulnerable leader, such as asking for help, admitting mistakes, or revealing genuine feelings. However, the experiments conducted by Morgan and others suggest that vulnerability can have a significant impact on an organization's success.
In one such experiment, the more vulnerable version of a CEO was found to make financial news more credible and the company more attractive when it was good news. However, if the CEO had bad news, the response was less favorable, but softened if the CEO appeared vulnerable before the bad news, not afterwards.
This finding is particularly relevant in the context of Keir Starmer, as the softening of the response to his display of vulnerability this week likely explains at least part of the reaction to his leadership. Ignoring this lesson can make a leader less appealing to investors, according to a recent paper by academics in the United States.
The idea of a vulnerable leader has been endorsed by notable figures such as former Starbucks boss Howard Schultz and former Expedia CEO Dara Khosrowshahi. Exposing vulnerability in leadership can lead to increased trust and respect, especially among younger staff who value authenticity.
In conclusion, while displaying vulnerability can be risky for leaders, it can also build trust and enhance organizational effectiveness when done authentically and proactively. However, the timing and context of vulnerability are crucial to avoid negative perceptions. The unprecedented displays of vulnerability by top UK leaders have shown that this approach can be successful, but it requires a willingness to be authentic and open.
- The Chancellor of the Exchequer, Rachel Reeves, and the Prime Minister, Keir Starmer, have both demonstrated vulnerability in their leadership roles, sparking conversations about its role in business and politics.
- In a study by author Jacob Morgan, it was found that vulnerability is a rare quality in leaders, yet when displayed authentically and proactively, it can have a significant impact on an organization's success, making a leader more appealing to investors.
