In recent years, many organizations have adopted the notion that employees should “bring their whole selves to work,” or be authentic in the workplace. Research supports the benefits of authenticity at work (Cha et al., 2019). The conversation often assumes that everyone has equal opportunity to express themselves authentically. Yet, given the discrimination experienced by some employees, such Black women, authentic behavior may not be attainable, even for those in leadership positions. Drawing from research on power and intersectionality, we examined the factors that influence authenticity for Black women leaders in organizations. Findings from qualitative interviews reveal factors that inhibit and facilitate the willingness to be authentic at work, as well as the different manifestations and consequences of authentic behavior for Black women leaders at work. I discuss the theoretical and practical insights that emerge from this work.