“I’m unfiltered.”

Few statements from leaders threaten to do more to poison a work environment. It’s the C-suite equivalent of a humblebrag: On the surface, it sounds like a proclamation of authenticity and straight-shootin’, but what it too often communicates is that “I’m not interested in you feelings, and I will run roughshod over your carefully considered criticism. You’re lower on the org chart, and I am prepared exploit that high-handedly.”

Now, this isn’t necessarily what a leader means when they say something like that. They may simply intend to be “authentic”—that’s what leaders are told to do, right? 

It’s a tricky business, and in a new article in the MIT Sloan Management Review, a group of business scholars discuss research that clarifies its fine points. In “Are You an Authentic Leader or an Authentic Jerk?” they discuss how leaders too often sow misalignment in the name of authenticity. “Many well-meaning professionals believe they’re showing up with integrity, clarity, and passion,” they write. “But as humans, we tend to engage in some mental gymnastics that may convince us of our pure motives and positive impact, even if we are actually just rigidly and dogmatically imposing our will on others.”

To get out of that habit, they write, leaders need to get better are recognizing the ways in which statements negatively affect those around them, and how those leaders can rationalize their behavior. Too often, they suggest, leaders confuse assertiveness with the kind of strength and authenticity people want to see. But good leadership is a function of values, not bluster, they write. And ultimately what people around you are looking for is a person who leads with clarity and consistency, not somebody who creates drama. 

“By far the best advice we can give people is to pair authenticity with efforts to cultivate humility,” they write. “Humility is essential to both being and being perceived as authentic. A humble posture begins with the admission that authenticity is hard: We are not perfect and often fall short of our moral standards.” Moreover, they add, that kind of humility allows a leader to be undefensive in the face of criticism, and willing to hear ideas that might clash with yours. 

Communication coach Andrea Wojnicki reinforces that point in a new article at Inc., “Authentic Leadership Does Not Mean Bringing Your Whole Self to Work.” Citing the notion of “bounded authenticity,” she cautions leaders to avoid the kinds of high drama that feels more burdensome than inspiring. “Being fully transparent can be interpreted as oversharing, which can be overwhelming and unprofessional.”

It’s not an error to be a human being at the office—people want to know who you are and how it informs how you lead. But if leaders leverage their stories and attitudes to shut down others, your name-dropping tale of triumph may not be the bonding exercising you think it is. “Authenticity is not a license to dominate conversations or dismiss feedback,” the MIT Sloan authors write. “It’s a responsibility to show up with both purpose and perspective.”