Vulnerable leadership is becoming a thing in Asia and the West, and it’s great

MANY executives cringe if you bring up the idea of vulnerable leadership. But it’s the super skill that can make the difference between one who struggles and one who outperforms.

For many of us, the term vulnerability carries negative connotations and gives rise to notions of weakness, personal mistakes, and even professional danger, as well as feelings of fear, uncertainty and shame. It’s a common misconception.

In the complex and ever-evolving landscape of leadership, I’m seeing a paradigm shift around this. While cultural differences between East and West have historically shaped distinct leadership styles, the embrace of vulnerability is emerging as a common thread that bridges these divides.

The Asian perspective

In Asian cultures, leadership has long been associated with qualities such as stoicism, authority and unwavering resolve. Confucian values, for instance, emphasise the importance of a strong virtuous figure who leads by example. In such a culture, vulnerability can be misinterpreted for a lack of leadership strength, absence of clear direction or incompetence.

But Jack Ma, the co-founder of Alibaba, shattered the conventional Asian leadership mould by openly sharing about his early failures and insecurities. His willingness to embrace vulnerability allowed him to connect with his team on a profound level. In doing so, he demonstrated that leadership can be both powerful and authentic.

The Western perspective

In Western societies, leadership has often been linked to qualities such as charisma, assertiveness and dominance. The archetypal Western leader is expected to be strong, self-assured and unflinching in the face of adversity. Leaders are expected to project strength and confidence at all times. Vulnerability has historically been regarded as a potential liability.

There is, however, a rising tide of leaders in the West who are challenging this status quo. There is Elon Musk of Tesla and SpaceX. His willingness to openly discuss his struggles and failures not only made him more relatable but also inspired many. Apple CEO Tim Cook is another example. He was open about the challenges he faced as he stepped into Steve Jobs’ enormous shoes. This vulnerability gained him the trust and support of Apple’s employees, paving the way for the company’s continued success.

Common ground and differences

I see common threads weaving through both perspectives. Vulnerability, it seems, has the power to transcend cultural boundaries. It is increasingly being recognised as a means of building trust, fostering open communication, and even promoting innovation.

In Asia, the gradual shift towards vulnerability can be observed in the transition from hierarchical structures to flatter, more collaborative organisations. When leaders acknowledge their own vulnerabilities, their staff members feel they can do the same.

In the West, vulnerability challenges the age-old notion that leaders must project an image of invincibility. The leaders who embraced vulnerability found that it not only strengthened their relationships with their teams but also encouraged a culture of transparency and innovation.

I spoke to Gerald Lau, a senior HR professional, who emphasises the need for a balanced approach. Leaders of the East can learn from the West by lowering the power distance, encouraging people to speak up, and promoting a greater flow of ideas, he said. Meanwhile, those from the West can learn from the East in that there are times when making a top-down leadership decision for the greater good is necessary for a speedy net-positive outcome.

According to leadership consulting firm DDI’s Global Leadership Forecast 2023, employees are 5.3 times more likely to trust their leaders if they regularly show vulnerability. They are also 7.5 per cent more likely to trust leaders who genuinely acknowledge their own failures and shortcomings.

The lack of vulnerability can lead to one very big problem: executives avoiding critical problem-solving. Instead, they might focus completely on what they know how to do and avoid talking about issues they don’t know how to solve.

As part of my executive coaching engagements, I asked an Asian CEO why she thought her team of leaders was struggling so much to show vulnerability.

“Ego,” she said. “Everyone is trying to be the smartest person in the room. The other reason is fear – fear that they will be perceived as incompetent.”

How to be vulnerable without undermining authority and competency

What does leadership vulnerability sound like without undermining your competency?

• “I’m not sure how we’ll accomplish this, but I’m confident that, together, we can find the right solutions.”
• “This is new territory for me; we’re going to learn together.”
• “You (individual or group) are the subject matter experts here, so I’m looking to learn from you and tap into that expertise to help lead us in the right direction.”
• “When I was first in (a previous role), I was clueless, and this is how I managed the situation to eventually transition to feeling competent.”

Here are some the benefits of vulnerability in leadership:

• Building trust: Vulnerability breeds trust. When leaders are open about their own struggles and vulnerabilities, they encourage their teams to reciprocate with trust and openness.
• Enhancing empathy: Vulnerable leaders are better equipped to understand the experiences and emotions of their staff. This empathy can lead to more effective communication and conflict resolution.
• Encouraging innovation: In environments where vulnerability is normalised, employees are more likely to share new ideas and take calculated risks, building greater innovation and growth. 
• Fostering resilience: Leaders who admit to their own mistakes and setbacks create a culture where failure is not stigmatised but viewed as a valuable learning experience.
• Promoting authenticity: Vulnerability encourages leaders to be authentic and true to themselves. They are often more inspiring and relatable.

Neither East nor West has the answer with regards to vulnerability

Embracing vulnerability in leadership should be a deliberate and well-considered choice, regardless of cultural background.

Natasha Benson, a senior corporate leader who has worked in Asia and Europe, said that neither the East nor the West portrays perfect models of leadership. 

“Incorporating a balanced approach that draws from both cultural perspectives can enable leaders to be more effective in resonating with diverse teams and adapting to varied contexts,” she told me.

Regardless of their cultural background, all leaders can take these steps:

• Develop the skills to communicate vulnerability in a way that resonates with their teams to foster trust and understanding. If this is not done well, it may instead erode the team’s confidence.
• Recognise that cultural context matters. Leaders operating in diverse environments should adapt their approach to suit cultural norms.
• Strive for a balance between vulnerability and authority. Vulnerability should enhance, not undermine leadership.

Both Asian and Western leaders are discovering that a lack of leadership vulnerability can create business vulnerability. The biggest barrier to vulnerable leadership is the organisation’s leadership culture. It has to be a shared value that starts at the top. 

When your executive teams embrace vulnerability, you’ll see a shift in your culture and build a more resilient business.

Adeline Tiah is a coach who helps leaders and teams build a more resilient mindset and culture to thrive in the new world of work