Leaders from typically privileged backgrounds, such as White, male, elite-educated and upper-class individuals, often find it easier to craft an authentic identity in professional settings than their atypical counterparts. These atypical leaders, which include women, LGBT+, ethnic minorities or those from less affluent socio-economic backgrounds, can indeed construct an authentic workplace identity. However, this often demands significant emotional investment and the navigation of challenges, such as reconciling conflicting identities, especially in institutions tailored predominantly for the typical leaders. While authenticity and diversity are highly desired qualities in leadership, we argue that authenticity remains a privilege primarily enjoyed by leaders from typical backgrounds. By drawing on Hochschild's notion of emotional labour and Castoriadis's concepts of autonomy and heteronomy, we shed light on the dynamic interplay between authenticity and atypicality. Further, we present a conceptual framework that outlines how atypical leaders can manifest authenticity in their roles, and the ensuing implications for driving organisational change rooted in diversity.

中文翻译：

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领导力的真实性和非典型性：非典型领导者能承担真实性吗？

来自典型特权背景的领导者，如白人、男性、受过精英教育的上层人士，往往发现在专业环境中比非典型同行更容易塑造真实的身份。这些非典型领导者，包括女性、LGBT+、少数民族或社会经济背景不太富裕的人，确实可以构建真实的职场身份。然而，这通常需要大量的情感投入和应对挑战，例如调和相互冲突的身份，特别是在主要为典型领导者量身定制的机构中。虽然真实性和多样性是领导力中非常需要的品质，但我们认为，真实性仍然是主要由来自典型背景的领导者享有的特权。通过借鉴霍克希尔德的情感劳动概念和卡斯托利亚迪斯的自主性和他律性概念，我们阐明了真实性和非典型性之间的动态相互作用。此外，我们提出了一个概念框架，概述了非典型领导者如何体现其角色的真实性，以及对推动植根于多样性的组织变革的随之而来的影响。