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Many of us who lead (or teach for that matter) occasionally deal with Imposter Syndrome, a condition in which individuals doubt their accomplishments and persistently internalize the fear of being exposed as a "fraud". Henri Nouwen talks about “walking around with the constant fear that someday someone will unmask the illusion and show that we are not as smart, as good, or as lovable as the world was made to believe.”
There are many ways to respond to this irrational condition but too often we let fear dominate our action. This plays out in several different ways in schools or organizations. People who lead with fear often rule from a position of power building a culture of compliance rather than collaboration. These leaders will inform and make declarations rather than listen and reflect. These leaders too often make themselves the solution to all the issues and respond defensively when challenged.
Another way to respond to fear is with humility and vulnerability. These leaders invite feedback, ask questions, recognize the gifts of others, and build up new leaders. Leaders who are vulnerable build supportive teams and create a culture that inspires community, collaboration, and creativity.
At some point most of us will respond to challenges and issues with fear, concerned that we might finally be exposed. However, leaders that respond with humility and vulnerability acknowledge where authority to lead comes from; not first from a position of power or personal greatness but from a sense of calling and grace.