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.

Some believe that to be authentic, you have to present yourself the same way in every situation. At first thought, this notion seems reasonable, but when you really think about it - not so much. The way you interact with your boss is not the same way you need to interact with your family, peers, team members, or clients. It is not only okay to present yourself differently in various situations but crucial to being perceived as authentic.

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

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.

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.

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

Millennials are an easy group to identify in terms of their appearance and are therefore highly subject to being stereotyped. When a negative stereotype about a group is relevant to performance on a specific task, it is referred to as "stereotype threat." Individuals who are highly identified with a particular group may experience increased susceptibility to stereotype threat.Understanding perceptions and why they may exist helps to explain and demystify tension and conflict that surfaces as a result of generational discord.