{"id":11511,"date":"2025-09-05T11:31:40","date_gmt":"2025-09-05T09:31:40","guid":{"rendered":"https:\/\/www.margaritamayo.com\/?p=11511"},"modified":"2025-10-23T13:27:47","modified_gmt":"2025-10-23T11:27:47","slug":"how-to-develop-humility-and-authentic-connection-in-leadership","status":"publish","type":"post","link":"https:\/\/www.margaritamayo.com\/en\/how-to-develop-humility-and-authentic-connection-in-leadership\/","title":{"rendered":"How To Develop Humility And Authentic Connection In Leadership"},"content":{"rendered":"

Introduction<\/h2>\n

\"HowLeadership is in fashion these days, and I am sure you have probably heard about all kinds of leadership models: transformational, servant, inclusive, resonant, mindful, agile\u2026 But the truth is that we don\u2019t need more labels. We need more implementation and good practice.<\/em><\/p>\n

We know what kind of leadership works. The science is clear: authentic leadership\u2014grounded in humility and human connection\u2014is what drives high-performing teams, trust, and sustainable success. The real question for today\u2019s executives and managers is this:<\/p>\n

How do we develop authentic leadership in practice?<\/strong><\/h2>\n

This summer, I had the honor of closing the Communication, Strategy and Executive Coaching management programs at IE University with a Master Class on \u201cLeading with Trust: The Power of Authentic Leadership<\/em>.\u201d<\/p>\n

I also had the privilege of leading a roundtable at the Academy of Management Meetings in Copenhagen. Some scholars and practitioners got together to tackle this problem with doctoral students interested in leadership. I opened the session with a simple but revealing question that I\u2019ve asked thousands of executives, professionals, and MBA students over the past 25 years:<\/p>\n

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\u201cWhat does a great leader look like to you?\u201d<\/em><\/strong><\/p>\n<\/blockquote>\n

The most common responses are:<\/p>\n

Charismatic. Confident. Visionary.<\/em><\/p>\n

Rarely do people say humble.<\/em> And yet, the science tells us something different.<\/p>\n

The Paradox of Leadership<\/strong><\/h2>\n

The most effective leaders are not necessarily the most charismatic\u2014they\u2019re the most humble. <\/em>In my Harvad Business Review article discuss why humble people make better leaders in detail.<\/p>\n

Humility is often misunderstood as weakness. But in fact, it\u2019s the foundation of trust.<\/em> And trust is what makes leadership possible.<\/p>\n

Thanks to advances in neuroscience, we now know that when a leader shows authenticity, empathy, and honesty, the brain activates pathways associated with psychological safety\u2014specifically in the medial prefrontal cortex, the area responsible for social connection and empathy.<\/p>\n

When people feel safe, they perform better. They take reasonable risks. They collaborate. They innovate. In short, humility is not a weakness, but it\u2019s a performance driver.<\/p>\n

The Neuroscience of Purpose<\/strong><\/h2>\n

Leadership isn\u2019t about control. It\u2019s about connection<\/em> and meaning <\/em>for the work we do as a team.<\/p>\n

Studies in neuroimaging show that people with a strong sense of purpose exhibit unique patterns of brain activation. Acting in alignment with one\u2019s values releases dopamine, which boosts intrinsic motivation and resilience. Purpose literally energizes the brain\u2014and lowers cortisol levels, reducing stress and enhancing well-being.<\/p>\n

Teams that are connected by a shared purpose even show neural synchrony<\/em>\u2014their brains literally align. That\u2019s what drives team cohesion, faster learning, and better performance.<\/p>\n

I\u2019ve seen this firsthand in executive teams I\u2019ve worked with. When a leader starts speaking about the purpose\u2014not just data and strategy\u2014it changes the emotional climate in the room. People listen and remember more. They get inspired to stay connected.<\/p>\n

Why Do not We See More Authentic Leaders?<\/strong><\/h2>\n

\"Why<\/p>\n

So if the science is clear, why aren\u2019t more leaders like this?<\/p>\n

Because we keep selecting the wrong ones. We choose leaders for their charisma, how confident they appear,<\/em> how well they sell<\/em>\u2014not how well they connect with others.<\/p>\n

In my article for Harvard Business Review and in my book Yours Truly: Staying Authentic in Leadership & Life<\/em> (Confianza<\/em> in Spanish), I show how this bias leads to the rise of egocentric, sometimes narcissistic leaders.<\/p>\n

People Do not Leave Company, They Leave Bad Bosses<\/strong><\/h2>\n

What is the cost?<\/p>\n

Toxic cultures. Burnout. High turnover. Anxiety. And a deep erosion of trust. We live in the era of the Great Resignation and Quite Quitting. More than 45% of employees leave a company because of a bad boss.<\/p>\n

We don\u2019t just need a new leadership model. We need a new mindset to lead people and teams.<\/em> One that put people at the center, \u2014not the ego.<\/p>\n

Organizations must evolve from cultures short-term performance-centered to people-centered ecosystems. The competitive edge no longer lies in managing tasks but in mobilizing hearts and minds around a common purpose for collective success.<\/p>\n

A Human-Centered Approach to Coaching Leaders<\/strong><\/h2>\n

In my coaching practice, I use a humanistic approach grounded in Carl Rogers\u2019 principles of empathy, authenticity, and positive regard. Combined with my research-based framework from Yours Truly<\/em>, I\u2019ve helped hundreds of executives lead with more humility, courage, and impact.<\/p>\n

When people feel truly seen and valued, they begin to drop their defensiveness. They open up to feedback and learning. They connect with their teams on a human level. That\u2019s when transformation happens\u2014not just in everyone, but across the entire organization.<\/p>\n

The 3H Model of Authentic Leadership<\/strong><\/h2>\n

This is my evidence-based model for developing authentic leadership:<\/p>\n

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  1. \n

    Heart \u2013 Be True to Yourself<\/strong><\/h3>\n<\/li>\n<\/ol>\n