Experts say we spend about one-third of our lives at work. That’s about 90,000 hours over a lifetime.
As more companies, in both the private and public sectors, require hybrid and remote employees to return to on-site offices and cubicles, the challenges of authenticity in the workplace are coming into sharper focus.
But how authentic should we be in the face of workplace demands? And, how real is too real?
In 2024, billionaire Marc Andreessen said, “Leave your full self at home where it belongs, and act like a professional and a grown-up at work and in public.”
In this current return-to-office movement, being your true self at work means being honest, consistent and professional, according to University of South Florida researchers.
A stressful time
For employees headed back into the office, the transition from working in remote or hybrid environments can be a stressful time with its unique challenges.
“Leaders have to understand that it's not just a
commute that's been added,” said David Howard,
associate professor of management at USF. “The reality is, and what's now missing
that's more important for workers when it comes to authenticity, is there's no longer
any down time.”
Research supports the idea that there are mixed results when workers return to the office.
A University of Pittsburgh analysis of S&P 500 firms found that return-to-office mandates reduced satisfaction of employees — without improving firm performance or firm value, according to a July 2026 article in The Hill.
“Any kind of emotional release point that an individual had while they were in a remote or hybrid environment is now gone,” said Howard. “You're surrounded by coworkers. There are situations where people don't have office doors. Conversely, a lot of employees feel like managers don't trust them to be at home.”
Trusting authentic leaders
Trust is a big factor in showing up at work as one’s
true self.
“People tend to trust authentic leaders,” said Danbee Chon, whose research investigates the role of authenticity and self-awareness in shaping the behavior of leaders, interpersonal outcomes and positive outcomes in organizations.
“When they feel like the leader is real and genuine, they feel like they can trust that individual. Leaders who are seen as authentic by direct reports often enjoy better outcomes,” she said.
Chon, an assistant professor of management at USF, is the lead author on the study, “Not So Fast? Rapid Response to Voice Leads to Perceived Inauthenticity,” along with co-authors Ovul Sezer of Cornell University and Francis J. Flynn of Stanford University.
Chon said when someone is in a position of leadership, they’re bound to get feedback, whether it be from peers or supervisors, but also from direct reports. How quickly a leader adapts can be called into question.
“The leaders are balancing these two elements: How do I seem responsive and take their concerns seriously, but then, is this going to be believable? I think that’s why we are focusing on authenticity,” she said.
Authenticity is different than just positivity. There is overlap. It’s when your inner values — who you feel like you truly are on the inside — matches the outward manifestation of behavior.
Danbee Chon, assistant professor of management at the University of South Florida’s Muma College of Business
True change takes time
Leaders are seen as less authentic when they change rapidly in response to employee feedback because people believe that true change takes time, according to the study published in the Academy of Management Journal.
Researchers investigated this claim with three studies that adopted a mixed-method approach. The research team talked to 205 doctoral students.
“We recruited the PhD students from all over the country and asked for one leadership behavior their adviser could improve on,” said Chon. “Responses ranged from concrete and doable to broader ideas.”
The sample was chosen for various reasons, including the fact that a PhD takes years to complete.
Interestingly, a rapid change in leader behavior wasn’t all positive, even if it was in response to what subordinates asked for. Students were skeptical and wondered if leaders were sincere.
Understanding authenticity is crucial.
“Authenticity is different than just positivity,” Chon said. “There is overlap. It’s when your inner values — who you feel like you truly are on the inside — matches the outward manifestation of behavior.”
Be honest and consistent
Paul Spector, a USF professor and organizational behavior science consultant at Tampa General Hospital, leads a research team that has been studying authentic leadership for about five years. That work is based on CEO John Couris’ doctoral dissertation, Spector said.
“Authentic leadership is based on the idea that leaders should be their authentic selves at work. This begins with leaders being self-aware of their own strengths, weaknesses and values. This enables leaders to express their ‘true selves’ when interacting with followers,” Spector said.
Spector said a leader’s behavior in the workplace is key.
“Leadership makes or breaks an organization,” he said. “A good leader will inspire, support, reward, direct, coach, develop and take care of their team. Leadership contributes to the success and well-being of individuals and organizations. A poor leader will do the opposite.”
And being a good leader requires honing your craft.
“Leadership is a skill that takes time and effort to develop,” he said. “This requires a desire to improve, openness to feedback, and the ability to execute plans to become a better leader. Leadership training is vital.”
As professionals head into the return-to-office workforce, they will need to navigate the potential landmines and pressure of being authentic at work.
“To me, authenticity is about being honest and being consistent,” Spector said. “In the workplace, don’t just agree with everything. Be honest in expressing your views, but do so in a professional way. If you feel that something isn’t going to be effective, raise your issue, but be sure to have evidence to support your view.”
Don’t be afraid to be yourself, but do so with this caveat: It’s not okay to be a jerk and say that you are 'just being authentic.'
Spector stresses that the ability to build trusting relationships with others at work goes a long way.
“I will value you if I can trust that you will give me your honest opinion when I ask for it. I will trust you when I know that you are doing your best and are open to feedback when you need improvement,” he said. ROI
