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.

People who lack self-regulation are often invasive of others. They can be perceived as being controlling, antagonistic, or even subversive.

As a professor, millennials intrigued me. I see them as engagement ready - plug-n-play if you will. They want to contribute in the classroom, the workplace and to society.

The desire to please your boss is a good thing, but it could mutate into a weakness. One of the first challenges of getting promoted into management is negotiating the tension between the desire to please the person who promoted you while still remaining true to yourself. The tension is normal, and the fact that you feel it is probably indicative of why you were promoted.

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.

Immaturity is the inability to act in your own long-term best interest or consistent with your deepest values. As aforementioned, self-awareness is critical to self-regulation in that it is the process of identifying, among other things, our values.

We should always be learning or we will cease to be able to change or adapt. I think the best work on leadership today is by Ronald Heifetz. His work is focused on adaptive leadership.