Discover Alexis Palmer’s leadership insights on authenticity, curiosity, and growth, supported by research on effective leadership development.
We are pleased to feature Alexis Palmer, Associate Vice President of Student Life at Utah Valley University.
Alexis Palmer joined Utah Valley University (UVU) in 2004 and has served as the coordinator and then director of the Volunteer & Service-Learning Center, the Senior Director of Community and Continuing Education, and now serves as the Associate Vice President of Student Life. Her motivation for working in Student Affairs began when she was a Resident Assistant at Idaho State University. The RA experience was transformational and created the foundation of her passion for engaging women in leadership, advancing inclusion initiatives, and student development. A lover of learning, Palmer graduated with her Bachelor's in Elementary Education from Boise State University, Master's in Youth and Family Recreation from Brigham Young University, and EdD from Grand Canyon University in Organizational Leadership & Development. Palmer oversees the Recreation & Wellness, Student Leadership & Involvement, Center for Social Impact, Sorensen Student Center Operations, Housing & Residence Life, and Student Affairs Assessment.
With her extensive leadership experience and commitment to student development, Palmer offers valuable perspectives on leadership and personal growth. We invited her to share some of her insights by responding to the following questions:
What is one practical thing leaders can do to create a more supportive and healthy work environment?
“Be authentic in your leadership. As a leader you have to bring your whole self to work. If I can't be myself at work in a leadership role then I do not want to be in a leadership role. Yes, you have to balance professionalism and accountability as a leader but if people do not feel like they can bring their whole selves to work how can they be successful when at work? Life is messy and we need to be authentic about that. So, I want people to know that life is messy for me too and sometimes they may see that messiness at work and I hope that by them seeing that they know it's ok to be human at work.”
What helps individuals grow into leadership roles, even before they have a formal leadership title?
“Three things: 1. Be Curious- Ask meaningful questions and seek feedback. You have to be curious about yourself and the gaps you have so seek feedback from people you trust to give you real feedback. 2. Be comfortable with discomfort- Ambiguity is a big part of leadership whether that means having difficult conversations or dealing with competing priorities or just sitting in the unknown. Find a way to get comfortable with that. You are not always going to have the answers and that's ok. 3. Take initiative- Ask to be put on a project or a committee even if it has nothing to do with your expertise. Network and develop relationships with colleagues within your organization and learn about their work.”
Several themes emphasized by Alexis are reflected throughout leadership research. Her focus on authenticity, curiosity, embracing uncertainty, and seeking growth opportunities aligns with key principles found in Authentic Leadership Theory, workplace curiosity research, studies of tolerance for ambiguity, and leadership development literature on stretch assignments.
When asked about one practical thing leaders can do to create a more supportive and healthy work environment, Alexis emphasized the importance of authenticity: “Be authentic in your leadership.” Her perspective closely reflects the principles of Authentic Leadership Theory, which suggests that effective leaders demonstrate self-awareness, transparency, ethical behavior, and consistency between their values and actions. According to the Center for Creative Leadership (2025), authentic leadership involves bringing one’s whole self to work and leading with integrity, values, and vulnerability. By leading authentically, leaders build trust and credibility with those around them, creating an environment where employees feel valued, supported, and empowered to contribute.
Research by Zhang et al. (2022) further demonstrates that authentic leadership is associated with higher levels of employee commitment, engagement, trust, psychological safety, job satisfaction, creativity, and performance, while reducing turnover intentions, workplace stress, emotional exhaustion, cynicism, and counterproductive work behaviors.
In addition to authenticity, Alexis identified curiosity as a critical driver of leadership development, encouraging individuals to ask meaningful questions, seek feedback, and continuously learn about themselves and their opportunities for growth. Research supports the value of this approach. Kashdan et al. (2020) found that employees who demonstrate higher levels of curiosity experience greater job satisfaction, engagement, innovation, job crafting, and positive workplace relationships while reporting lower levels of burnout.
Similarly, Harrison et al. (2011) suggest that curiosity functions as a valuable “meta-competency” that enables individuals to adapt to change, learn from new experiences, and contribute more effectively within organizations. Together, these findings highlight the important role curiosity plays in fostering continuous learning and leadership growth.
Another theme emphasized by Alexis was the importance of becoming comfortable with discomfort. She noted that leadership often requires navigating ambiguity, managing competing priorities, and making decisions without having all the answers. This perspective is supported by research on tolerance for ambiguity. O’Connor et al. (2022) found that leaders who effectively navigate uncertainty, embrace challenging situations, and demonstrate a high tolerance for ambiguity are more likely to foster stronger learning goal orientation, enhanced job performance, and greater creativity among their followers. These findings reinforce Alexis’ belief that effective leadership often requires the ability to remain confident and adaptable in situations where outcomes are uncertain.
Finally, Alexis highlighted the importance of taking initiative by volunteering for projects and seeking experiences outside one’s area of expertise. This recommendation closely reflects the concept of stretch assignments, which intentionally place individuals in unfamiliar situations that expand their skills and leadership capacity. DeRue and Wellman (2009) found that challenging work experiences promote leadership development by exposing individuals to unfamiliar responsibilities, change initiatives, boundary-spanning work, diverse teams, and increased levels of responsibility. Such experiences help individuals expand their skills, build confidence, and develop the adaptability necessary for effective leadership.
Alexis’ insights serve as a reminder that leadership development begins long before an individual receives a formal leadership title. By leading authentically, remaining curious, embracing uncertainty, and actively seeking growth opportunities, individuals can develop the knowledge, skills, and mindset needed to lead effectively. Her experiences, supported by leadership research, suggest that leadership is not simply a position to attain but an ongoing process of learning, self-discovery, and continuous growth.
References
DeRue, D. S., & Wellman, N. (2009). Developing leaders via experience: The role of developmental challenge, learning orientation, and feedback availability. Journal of Applied Psychology, 94(4), 859. https://doi.org/10.1037/a0015317 View DeRue, D. S., & Wellman, N.'s Developing leaders via experience
Center for Creative Leadership. (2025, September 7). What is authentic leadership, and why does it matter? Center for Creative Leadership. https://www.ccl.org/articles/leading-effectively-articles/authenticity-1-idea-3-facts-5-tips/ View Center for Creative Leadership's What is authentic leadership, and why does it matter?
Harrison, S. H., Sluss, D. M., & Ashforth, B. E. (2011). Curiosity adapted the cat: The role of trait curiosity in newcomer adaptation. Journal of Applied Psychology, 96(1), 211. https://psycnet.apa.org/doi/10.1037/a0021647 View Harrison, S. H., Sluss, D. M., & Ashforth, B. E.'s Curiosity adapted the cat
Kashdan, T. B., Goodman, F. R., Disabato, D. J., McKnight, P. E., Kelso, K., & Naughton, C. (2020). Curiosity has comprehensive benefits in the workplace: Developing and validating a multidimensional workplace curiosity scale in United States and German employees. Personality and individual differences, 155, 109717. https://doi.org/10.1016/j.paid.2019.109717 View Kashdan, T. B., Goodman, F. R., Disabato, D. J., McKnight, P. E., Kelso, K., & Naughton, C.'s Curiosity has comprehensive benefits in the workplace
O’Connor, P. J., Jimmieson, N. L., Bergin, A. J., Wiewiora, A., & McColl, L. (2022). Leader Tolerance of Ambiguity: Implications for Follower Performance Outcomes in High and Low Ambiguous Work Situations. The Journal of Applied Behavioral Science, 58(1), 65-96. https://doi.org/10.1177/002188632110536 View O’Connor, P. J., Jimmieson, N. L., Bergin, A. J., Wiewiora, A., & McColl, L.'s Leader Tolerance of Ambiguity
Zhang, Y., Guo, Y., Zhang, M., Xu, S., Liu, X., & Newman, A. (2022). Antecedents and outcomes of authentic leadership across culture: A meta-analytic review. Asia Pacific Journal of Management, 39(4), 1399–1435. https://doi.org/10.1007/s10490-021-09762-0 View Zhang, Y., Guo, Y., Zhang, M., Xu, S., Liu, X., & Newman, A.'s Antecedents and outcomes of authentic leadership across culture
