In tandem with a surge of public interest in authenticity, there is a growing number of empirical studies on individual authenticity in work settings. However, these studies have been generated within separate literatures on topics such as authentic leadership, emotional labor, and identity management, among many others, making it difficult for scholars to integrate and build on the authenticity research to date. To facilitate and advance future investigations, this article reviews the extant empirical work across 10 different authenticity constructs. Following our research review, we use a power lens to help synthesize our major findings and insights. We conclude by identifying six directions for future research, including the need for scholars to embrace a multifaceted view of authenticity in organizations. Overall, our review both reinforces and tempers the enthusiasm in contemporary discussions of authenticity in the popular and business press.
A focus on helping others is generally lauded, particularly in medicine, but in the context of a pandemic when health care professionals are facing increased risk, loss, and trauma, this focus can potentially be detrimental. In this study, we sought to (a) examine if health care workers intensely involved in the coronavirus 2019 (COVID-19) pandemic are experiencing negative psychological and emotional outcomes, and (b) investigate if helping related factors (prosocial motivation and perceived prosocial impact) exacerbate and mitigate relationships to negative outcomes in a crisis situation. Using data collected from doctors and nurses before and during the COVID-19 pandemic, we examine the relationship between intensity of involvement in the COVID-19 pandemic response and emotional exhaustion and depression, as well as the moderating effects of prosocial motivation and perceived prosocial impact. Data was collected at three time points (T1 and T2 prepandemic, and T3 during COVID-19), with prosocial motivation and controls collected at T1/T2 and predictors and outcomes collected during the pandemic. We find that intensity of involvement does associate with emotional exhaustion at work and that higher prosocial motivation exacerbates this relationship. Supplemental analyses suggest that the exposure to self-dimension of involvement is positively associated with emotional exhaustion and depression. Understanding the roles of prosocial motivation and prosocial impact in managing regulatory resources has important ramifications for health care workers on the frontlines of health crises responses, as these resources are necessary to manage the associated trauma.
Purpose The purpose of this study is to examine the facilitating and inhibiting influence of team-level negative affectivity and conscientiousness on a dyad of emergent states, adopting and comparing both the composition and compilation perspectives. Design/methodology/approach Data were collected over three time points from 410 undergraduate students nested within cross-functional project teams (N = 62). The data, including individual self-reports and judges’ ratings of team performance, were aggregated to the team-level using both composition (mean) and compilation (skewness) approaches. Findings The findings indicate that mean-levels of negative affectivity were associated with decreased psychological safety. The use of skewed conscientiousness counterintuitively suggests too many highly conscientious members can also be detrimental to psychological safety. Psychological safety influences team potency and ultimately performance. Originality/value The results of this study highlight that the aggregation approach used is important. For example, the use of skewed (but not mean-level) conscientiousness brought an undetected and counterintuitive relationship to light. Future research should use compilation approaches in addition to composition approaches.
PurposeThe purpose of this paper is to explore the relationships between workplace bullying, organizational justice dimensions and intentions to leave. The authors posit that workplace bullying is positively related to intentions to leave, and that this effect is transmitted through lower justice perceptions.Design/methodology/approachThe authors surveyed 146 healthcare workers, using factor analysis and the Preacher and Hayes (2008) PROCESS macro to test their hypotheses.FindingsThe study results indicate that workplace bullying is positively associated with intentions to leave. This effect is transmitted through lower entity-based distributive justice perceptions.Research limitations/implicationsThe study sample was cross-sectional and collected at a single point in time. Future research should examine these relationships in a longitudinal method.Practical implicationsThe study results suggest that when a healthcare worker experiences bullying in the workplace, they begin to perceive their organization as more unfair. These negative feelings toward their organization lead to a desire to permanently separate from the organization. These results suggest that workplace bullying has serious ramifications for turnover, and that healthcare organizations can mitigate these negative effects by increasing perceptions of organizational justice through being transparent about their decisions and the process going into this decision-making.Originality/valueThese findings extend existing research by empirically testing the effects of workplace bullying on intentions to leave within the healthcare industry.
Management scholars have long been interested in the topic of authenticity in the workplace, evidenced by the history of scholarship on authentic leadership and the many new authenticity constructs that have emerged. In this article, we take a narrower view of authenticity and focus on relational authenticity in the workplace, which we define as being genuine in workplace relationships. Adapting a validated relational authenticity scale to the organizational context, we explore the ways in which feeling authentic in workplace relationships has ramifications for discretionary behaviors. Specifically, we build on belongingness theory to posit that relational authenticity will result in an increase in engagement in both altruistic and sportsmanship behaviors. We also explore the moderating effect of proactive personality on these relationships. Results from our two-sample study ( N = 352; 500) indicate that relational authenticity is positively associated with engagement in both altruistic and sportsmanship behaviors.
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