Trust in business leadership is at historic lows, according to surveys by Edelman and the World Economic Forum. One reason might be what INSEAD professors Gianpiero and Jennifer Petriglieri call the “dehumanization of leadership”— that is, our tendency to think of leaders as either instrumental (pursuing a particular business goal) or heroic (pursuing a unique vision). In short, we want super-machines or super-humans, or both, at the top of our organizations, and many CEOs strive to meet those expectations. They’ve been trained to hide vulnerabilities, to plan and stay the course, to minimize risk, and to be consistent, level-headed, and in complete control at all times. Inevitably, however, they fall short.