The leadership literature, both conductor-specific and general (which, come to think of it, I usually read through the lens of the conductor’s role), often talks about the importance of allowing yourself to be vulnerable as a means to inspire trust. This is usually framed in terms of admitting when you don’t know something, or that you need help.
All of which, on the face of it is perfectly reasonable. A leader doesn’t have to be omniscient or infallible to be effective – which is just as well given that human beings are typically neither. And I’ve always read these pronouncements with a degree of complacency, since I am very comfortable sharing my fallibility. I’ve known myself long enough to know how well developed my capacity for truly dumb errors is, and am endlessly grateful when people spot them for me.