A Mad Studies/social model of mental distress lens was used to critique authentic leadership. We deconstructed the dilemma of authenticity and leadership by exploring how authentic leadership (dis)allows the inclusion of people with mental illness. We found that their minds are treated as disruptive and rarely ever read as authentic. For followers to view “mentally ill” leaders as authentic requires candidness, disability disclosure, and emulating norms typical to their ingroup membership. We conclude this paper by challenging HRD to rethink its stance on disruptive leadership as symptomatic of mental illness. Employees with mental health marginality can develop an authentic identity in the workplace through authenticity building experiences such as connecting mad leaders to peer-support training, offering specialized leadership development, and co-producing a mental health awareness curriculum that challenges unhealthy workplace discourses that stigmatize mad leaders and workers.

精神困扰镜头的疯狂研究/社会模型被用来批评真正的领导。我们通过探索真实领导（dis）如何允许包容精神疾病患者，解构了真实性和领导力的困境。我们发现他们的思想被视为具有破坏性，很少被视为真实的。为了让追随者将“精神病”领导者视为真实的，需要坦率、披露残疾并效仿其内群体成员的典型规范。我们通过挑战 HRD 重新思考其对破坏性领导作为精神​​疾病症状的立场来结束本文。具有心理健康边缘的员工可以通过真实性构建体验在工作场所建立真实的身份，例如将疯狂的领导者与同伴支持培训联系起来，提供专业的领导力发展，