RESEARCH_FILE
Brené Brown
University of Houston / Daring Way
Known for:Grounded theory research on vulnerability, shame, and wholehearted living — including extensive applied work on vulnerability in organizational leadership contexts
SEE THE PRACTICE
Turn a thought this research explains into one clear move.
THE THOUGHT
“I can't show doubt in front of the team”
YOUR RECORDED RESPONSE
“I don't know yet—here's how we'll find out.”
ONE PRIVATE MOVE
Before your next team conversation, write down one thing you're genuinely unsure about. Then notice: do you plan to mention it, or rehearse a confident alternative instead? Just observe the choice.
Key findings
- 2012
Drawing on over a decade of grounded theory research, Brown found that leaders who model vulnerability — the willingness to be seen in uncertainty and imperfection — generate greater trust and engagement than those who perform invulnerability, and that performing certainty is one of the primary drivers of disconnection in organizations. Daring Greatly ↗
- 2018
With hundreds of leadership teams, Brown documented that the 'armor' most often worn by leaders — performing certainty, perfectionism, cynicism, and emotional stoicism — are the same behaviors that erode psychological safety, block honest feedback loops, and make organizations brittle rather than adaptive. Dare to Lead ↗