Getting personal on the topic of leadership : Authentic self‐expression works for those at the top

Purpose – This article describes how effective leaders become aware of what is different about them that makes them attractive to others, and learn to use these differences to their advantage in a leadership role. Design/methodology/approach – Presents examples of the use of this technique, including Microsoft's Bill Gates, ICI's John Harvey‐Jones, Sony's Akio Morita, Kimberly‐Clark's Darwin E. Smith, and London mayor Ken Livingstone. Findings – Shows that there is an almost endless list of differences that individuals might communicate, but the differences must be authentic to the individual as a leader, and must be significant, real and perceived. Practical implications – Argues that, in all the examples, leaders are using personal differences that work for them appropriately in context. They convey the right message – and they are real. Ultimately, it is this sense of authentic self‐expression that makes them so convincing. Originality/value – Demonstrates how John Harvey‐Jones built upon his entrepreneurial pizzazz, Bill Gates his technological “geekiness”, Darwin E. Smith his modesty, and Ken Livingstone's identification with Londoners.