We have to be emotionally intelligent. It also means that what works one day may not work the next or what works for one group of people many not work for another. I love managerial leadership because it is dynamic. The implication is that we have to stay curious about what compels, what motivates, what inspires, what relates, and what energizes.

Rob Goffee and Gareth Jones wrote a great piece in Harvard Business Review titled "Managing Authenticity." In it, they argue that establishing authenticity as a leader is a two-part challenge: "First, you have to ensure that your words are consistent with your deeds; otherwise, followers will never accept you as authentic. The second challenge of authentic leadership is finding common ground with the people you seek to recruit as followers.

Leadership transitions require us to move out of our comfort zone.

In general, workers under 35 highly value Millennials' ability to relate, be helpful, be open-minded, and be understanding. Employees over 35 appreciated their energy, enthusiasm, open-mindedness, fresh perspective, and understanding of new technologies. It is interesting, in my early research, Millennials entering the workforce reported advantages they claimed to have in the workplace. The advantages turn out to be strengths that are recognized in them as managers.

Dignity is different from respect in that it is not based on how people perform, what they can do for us, or their likability. Dignity is a feeling of inherent value and worth.

Authenticity is not an innate quality - that is, you are not born with it. Being an authentic leader is not something you can say about yourself; it must be attributed to you.

Key relationships can become threatened when you start exploring your own path. This is true when it comes to relationships with parents, mentors, and bosses. It's not always true, but many times these important people in our lives feel threatened in some way by our independence from them. There is an inner conflict that comes with exploring your own voice.