And the research links greater authenticity to leadership potential. According to a study by Korn Ferry, “leading with greater authenticity, instead of adopting personae based on people’s expectations, may unlock more leadership potential in women and accelerate their impact within their organisations.”

However, the reality often poses challenges to this ideal. Women frequently report finding themselves in conflict between emulating traits considered successful and highly appreciated by the male-dominated workplace culture; and projecting their true selves – the two being perceived as incompatible. Women may feel pressured to change their mannerisms or attire, and/or avoid certain behaviours associated with femininity and the confrontation of sexist jokes or behaviours, in fear of losing their jobs or feeling further ostracised from the dominant culture.

Sociologists call this phenomenon “covering,” which, according to a survey by Deloitte University, two-thirds of women report resorting to. This behaviour is “driven not only by self-censorship or internalised biases,” but also managerial pressures, the study found, ultimately pointing out that “covering” has a detrimental effect in holding women back.

There have been calls for businesses to address this problem, and to create an environment that allows members of all non-privileged groups, to feel safe, validated and supported. Software development company ThoughtWorks – famous for increasing its share of women in tech roles from 17% to 32% in merely five years – has a female-focused resource-building programme aimed at empowering women and addressing the unique issues faced by women in leadership.

On an individual level, business managers and executives can broaden their understanding of what authenticity means and develop an “adaptively authentic” style of leadership, says Herminia Ibarra, INSEAD professor and author of book “Act Like a Leader, Think Like a Leader.” Some strategies she suggests include learning from diverse role models, setting learning goals, and reshaping personal narratives as we take on new challenges.

Women executives in the Korn Ferry study cited the importance of self-awareness of their strengths and weaknesses, and self-reflection of their motivations and sense of purpose, in fostering greater authenticity. One of our main goals at TWF is to advance women leaders through our programmes, events and initiatives. Our Mentoring Programme for Women Leaders, celebrating its 10th anniversary this year, offers not only one-to-one, peer and group mentoring; but also leadership and personal development skills to cultivate the qualities that resonate with who we are in an authentic sense.

Today more than ever, women want to be their most authentic selves – whether it is embracing our bodies, work choices, or considering the possibility that maybe no one really has it all - at least not at the same time. Being authentic should not be a privilege only enjoyed by the minority at the top. Authenticity can add more diversity at work – and more importantly, the acceptance of it can encourage more authentic leaders.

How do you acknowledge and express your authenticity? We would love to hear your thoughts.