Introduction Different leaders can shape a company in a plethora of ways. The process of becoming a leader does not imply that all people with authority are going to act in the same way when they are met with a problem or an important decision. The personality of a person can shape him or her into a leader that is unique and successful at the same time. However, while one’s personal characteristics play a significant role in this development, a person should not forget that leadership has its principles and values. Currently, there are many approaches to being a leader. Antonakis and Day (2017), for instance, outline seven major schools of leadership, which offer a different perspective on the nature of having authority. Such approaches as authentic leadership highlight the necessity of authenticity, integrity, and personal responsibility. On the other hand, shared leadership, while not ignoring the attributes mentioned above, points out such values as communication and group motivation. The entrepreneurial approach places the identity of a leader at the forefront, and servant leadership compares leaders to teachers. Therefore, it may be hard for one person to pinpoint the primary attributes and values of leadership without voicing some vague ideas taken from various schools of thought. The multitude of philosophies and beliefs may be hard to summarize and efficiently use in one’s practice. However, it is possible to formulate the principles that a person can implement in his or her individual way of leading. These core values should remain universal while being compatible with the leader’s personal skills and capabilities. This paper aims to state and explain four major leadership principles that can become a solid foundation for one’s leadership style, including authenticity, self-motivation, responsibility, and delegation of authority. The Leader Has to Be Authentic in Order to Create Goals and Objectives that Are Consistent with the Organization and Its Workers The concept of authenticity is a complex combination of the leader’s personal characteristics and his or her ability for self-improvement. According to Lawton and Páez (2015), authenticity is one of the core components of authentic leadership. The authors explain that an authentic leader is self-aware and in tune with his or her beliefs and values. Moreover, such a person is able to control oneself and be coherent in the implementation of personal views into the structure and processes of a company. Furthermore, one’s authenticity depends on such aspects as transparency and balance. The former characteristic implies that the leader is not attempting to hide his or her motivations and clearly defines the goals of the company and its principal future considerations. The second trait deals with the ability to make balanced decisions about the leader’s role in the business. It is crucial for a leader to process the information that she or she gathers every day from many sources, and doing so in a balanced manner can improve the outcomes of one’s final decisions. While the idea of authenticity includes many smaller traits that could be considered obvious or integral to some people, it should not be undermined in its significance. The issue of not being self-aware, for example, can result in various problems for a company and its chief person with authority