This article misses so much. It's really being written most about under-developed, narcissistic or psychopathic people, who end up in leadership positions (something that does occur, unfortunately, particularly in politics). Those people see others as objects to meet their self-oriented needs, rather than as humans in their care. But imploring those dark or evil beings to "fake it" and pretend they care about others isn't the answer. It's to learn enough about human development to not promote them into positions of power. See this article for details on later-stage vs. early-stage leadership development levels: https://medium.com/@partners_95867/leadership-development-its-about-capacity-not-just-competencies-f0886ac6022e.

For most leaders of higher capacity (again, see that article for details), being authentic is a genuine virtue. Showing that you really care about others, that you're aligned to your own deeper values, that you're able to be vulnerable enough to admit you don't have all the answers and to instead create contexts rich in safety and trust in which everyone feels the freedom to bring their best ideas and best self to work.

Studies of adult development as applied to leadership suggest that the author here is referring to perhaps 5% of all people in leadership positions.