This research explores the concept of vulnerability in leadership, emphasizing a paradigm shift from traditional notions that prioritize strength and invulnerability. Vulnerability is redefined as a tool for successful leaders to navigate physical, mental, and emotional experiences, fostering authenticity and openness. The researcher conducted a qualitative case study using semistructured interviews with three business leaders in the services, banking, and healthcare industries. The study identified three key aspects of vulnerable leadership: modeling vulnerability, investing time, and displaying empathy using Kanter’s theory of structural empowerment. Followers experience reduced vulnerability when their leaders exhibit humility which weakens as the sincerity of leader humility diminishes. Modeling vulnerability involves leaders openly acknowledging limitations, uncertainties, and mistakes while creating a culture of transparency and continuous improvement. Investing time in understanding and connecting with team members on a personal level is a crucial leadership style. Results showed that vulnerability, when embraced by leaders, contributed to the normalization of fairness and equity without compromising resources, ultimately enhancing strategic success. Limitations of the study included the lack of generalizability and direct correlational analyses between vulnerability and organizational revenue generation. Future implications of the study could explore measurable objectives for vulnerable leaders in terms of innovation, transformational leadership, and employee growth and development.
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