Authenticity and atypicality in leadership: Can an atypical leader afford to be authentic?
研究指出，来自特权背景（如白人、男性、精英教育）的领导者更容易在工作中展现真实自我，而非典型领导者（如女性、少数族裔）则需要付出更多情感劳动来构建真实身份，并探讨了非典型领导者如何在角色中实现真实性及其对组织变革的影响。
Abstract 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.