Authenticity at work: Its shapes, triggers, and consequences

Patricia Faison Hewlin, Natalia Karelaia*, Maryam Kouchaki, Constantine Sedikides

*Corresponding author for this work

Research output: Contribution to journalEditorial

Abstract

The concept of authenticity has been increasingly on the scholarly radar. While conceptualized in numerous ways, authenticity has been suggested to include some form of alignment of one's internal sense of self (e.g., beliefs, values, motivations) and the external expression of it. State or felt authenticity has been defined as the sense of being one's real self. Much evidence highlights the positive consequences of authenticity, both in general and at work. Yet, many questions remain. This special section consists of four articles that theorize and provide novel empirical evidence, including experiments and field studies, on antecedents and consequences of authenticity in the work context. The articles focus on behavioral, felt, and perceived authenticity, document intrapersonal and situational factors triggering authenticity. Moreover, the articles lay the foundation for novel research directions, integrating concepts such as identity integration, humility, and power into the authenticity at work discourse.

Original languageEnglish (US)
Pages (from-to)80-82
Number of pages3
JournalOrganizational Behavior and Human Decision Processes
Volume158
DOIs
StatePublished - May 2020

ASJC Scopus subject areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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