Assignment on Case Analysis : ‘The Arena of Authenticity’

Dhiraj Rai, Roll 22521

Abstract
The case study examines the leadership journey of Dr. Brene Brown. Throughout her life, she
encounters various critical life events that she effectively utilizes to foster her leadership, personal
growth and advancement. Dr. Brown’s leadership approach aligns closely with the principles and
practices of the authentic leadership model. To prepare for an uncertain future, organizations can
nurture authentic leaders by instilling four teachable positive psychological capabilities into them.

Core Issues
The case analyzes the works and life of Dr. Brene Brown, a renowned research professor, author
of five number-one NYT best-selling books, and motivational speaker.
▪ It seeks to investigate whether Brown demonstrates authentic leadership (AL) qualities and
leads with her conviction.
▪ The study aims to identify the key positive psychological attributes demonstrated by Brown
in her leadership role.
▪ Additionally, it aims to explore the major life events that have triggered and shaped
Brown’s leadership style.
▪ In summary, the core issues are whether Brown exhibits genuine leadership and is leading
from her conviction. What key positive psychological attributes does Brown hold up? What
major life events triggered and shaped Brown’s leadership style?

Case Facts
▪ Brown is a professor at the University of Houston with a $2 million endowed chair funded
by the Huffington Foundation.
▪ As a keynote speaker, she delivered a TEDxHouston talk on vulnerability sharing a
personal experience. The Talk went viral but in response, she was criticized on her social
media for her unconventional view regarding vulnerability and powerlessness.
▪ From her young adult life, Brown had a sense of not belonging and outsider. It continued
throughout her school years particularly when she was rejected for the school drill team.
▪ She developed coping mechanisms of studying people and recognizing patterns in their
behavior.
▪ Brown believed that true belonging doesn’t require changing us but rather being true to
ourselves. She stands true to herself in her speaking engagement despite requests to temper
the subject matter or change her delivery style.
▪ In her research, she adopted the grounded model despite discouragement from other
academics. She used the concept of ‘the rumble’ to discuss issues open and authentic way.
▪ She encourages everyone to embrace vulnerability and find the courage to bring their
authentic selves into their work, family, and society.
▪ Brown is unconventional, and original in every way as follows (Answer #1):
▪ As a speaker, she shares with audiences her deeply personal and revealing story. Her story-
telling style is innovative and engaging.
▪ As an author, she deviated from traditional peer-reviewed articles, rather she wrote for the
masses and became best-sellers later.
▪ As a research professor, she favors qualitative theory and extensively uses the techniques
of grounded theory.

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 Analysis Framework
Authentic leadership can be understood from three different perspectives (Answer #2):
▪ In terms of the intrapersonal perspective, Brown emerges as an authentic leader due to her
ability to lead based on her personal beliefs, her unconventional utilization of grounded
theory in her research, and her firm alignment of actions with her core values.
▪ From a developmental standpoint, Brown has nurtured authentic leadership qualities
through overcoming multiple instances of denial and rejection.
▪ Lastly, from an interpersonal viewpoint, Brown exhibits a deep passion for social work and
actively observes behavioral patterns in individuals, establishing connections that evoke
emotions.
The five dimensions of authentic leadership propounded by George (2003) can be applied to
Brown as follows (Answer #3):
▪ Purpose. Brown is a very passionate leader who believes that vulnerability is not a
weakness but rather a measure of courage. She is deeply interested in exploring the power
of vulnerability.
▪ Values. When she is embarrassed, tempered, and provoked by religious and business
groups, she remains infallible by knowing what the right thing is to do. She does not
compromise her values even in difficult situations but rather takes it to strengthen her
values.
▪ Relationship. Brown is willing to share her own story with others and listens to others
passionately. She shows up with an open heart and mind to serve others- then urges
everyone saying ‘Let’s rumble’.
▪ Self-discipline. Brown is high on focus and determination. She brings herself authentically
into her work, family, and community.
▪ Compassion. Brown is very sensitive to the plights of others. She develops compassion by
listening to others, using shared language, skills, tools, and daily practices that support
them understand each other truly.

Walumbwa and associates (2008) incorporated the following components in authentic leadership
model that applies to Brown can be explained as follows (Answer #4):

(source: adapted from Leadership Theory and Practices. Peter G. Northhouse)

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 ▪ Self-awareness. Brown is aware of and trusting her own feelings. Despite the fear of shame,
the fear of criticism, she firmly stands on her core values, motives, emotions, and goals.
▪ Internal moral perspective. Brown did not allow outside pressure to control her, might it
be the case of her research methodology, personal attire, or speaking engagement.
▪ Balanced processing. Brown has excelled in analyzing information objectively and
exploring others’ perspectives before making a decision. She chose the grounded reality
research model as she knew her research participants hold the courage to share their stories,
experiences, and wisdom.
▪ Relational transparency. Brown is what Brown does. She is open and honest in presenting
her true self to others.

The Four Key Psychological Attributes Shaping Brown’s Leadership Development (Answer #5):
▪ Confidence. Brown is persistent, motivated, and confident when obstacles, rejections, and
threats arise before her.
▪ Hope. Brown has strong willpower and goal planning which inspires her listeners, and
research participants to trust and follow her.
▪ Optimism. Brown sees things from a positive light. She approaches problems with a sense
of abundance rather than scarcity and she believes in the power of vulnerability.
▪ Resilience. Brown has been able to bounce back from many challenging situations and felt
stronger and more resourceful due to those problems. In each critical life event, she
adjusted to adversity and quickly recovered from painful situations.

Brown’s Critical Life Events and Their Impacts on Her Leadership Development (Answer #6):
▪ Brown had to face many critical life events. As a child, she grew up in an isolated family
that made her feel like an outsider. As a teenager, in her high school days, she was rejected
for the school’s drill team despite her deserving dance talent. As a result, she developed a
sense of not belonging.
▪ The most terrible event was the ugly comments made about her on social media on
delivering a TED Talk.
▪ These events acted as catalysts for bringing change in Brown. As she has a significant level
of positive psychological capabilities (hope, optimism, confidence, and resilience), critical
life events stimulate her to accumulate authentic leadership qualities.

Potential and Recommended Courses of Actions

▪ Brene Brown demonstrated a high level of self-awareness, an internalized moral
perspective, balanced processing, and relational transparency. She accumulated these
qualities through her lifelong learning that was triggered by her critical life events.
▪ Therefore, authentic leadership is a process that can be developed for anyone over time.
▪ HR department should develop a pool of prospective managers and leaders. HRD should
be able to foster into them authentic leadership behavior.
▪ Positive psychological capacities of managers are teachable through customized OD
techniques and management development programs.
▪ Critical life events are key to shaping managerial behavior. Leaders should be able to cope
with any adverse situation arising from disruptive external and internal organizational
environments.

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 ▪ Do not let managers and leaders overlook the value of critical life events that can be turning
points for leadership development. Managers must take advantage of learning from major
life events.
▪ Learn from mistakes. When you learn from mistakes, like Brown, you develop resilience,
optimism, and hope which are the foundation for garnering authentic leadership.
▪ Learning about emotional intelligence (EQ) attributes is critical to leadership development.
▪ A self-assessment questionnaire can be designed and administered to measure the level of
development of authentic leadership skills in managers.
▪ If managers score lower grades on the assessment questionnaire, HRD should initiate
training and development programs in the organization.

This illustrates that authentic leadership is a developmental process accessible to everyone over
time provided that everyone learns from her life’s critical events.