A Multicomponent Conceptualization of Authenticity: Theory and Research

Kernis, Michael H.; Goldman, B

doi:10.1016/s0065-2601(06)38006-9

Cited by 809 publications

(1,066 citation statements)

References 89 publications

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“…The enhanced awareness of one's emotions, thoughts, and behaviors stimulates the individuals to be aware of and act in accordance with one's core or true self (Kernis and Goldman, 2006) and to make the conscious decision to engage in work-related activities (Weinstein et al, 2009). Also, mindful individuals are more aware of resources in their environment that support them in achieving their personal goals, thereby enabling them to select and optimize those resources that foster a fit between their personal goals and their work context (Deci and Ryan, 2000), resulting in more autonomous motivation (Kernis and Goldman, 2006).…”

Section: Mindfulness and Intrinsic Motivationmentioning

confidence: 99%

“…Possibly, mindfulness helps employees to be more aware of available resources in their environment that support them in achieving more autonomous motivation (Kernis and Goldman, 2006) and higher levels of self-leadership (Neck and Houghton, 2006). Although we found that mindfulness can to a certain degree substitute the effect of transformational leadership on intrinsic motivation and performance, we still found a significant effect of transformational leadership.…”

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confidence: 99%

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Mindfulness as substitute for transformational leadership

Kroon

Woerkom

Menting³

2017

JMP

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Purpose Transformational leaders spark the intrinsic motivation of employees, thereby stimulating their extra-role performance. However, not all employees are lucky enough to have a transformational leader. The purpose of this paper is to investigate to what extent mindfulness can function as a substitute for transformational leadership. By being attentive to and aware of what is taking place in the present, mindfulness provides employees with a source of intrinsic motivation that lies within the person, thereby possibly making employees less dependent on transformational leadership. Design/methodology/approach An online survey was used to collect data of 382 employees working in diverse sectors in the Netherlands. Findings Moderated mediation analyses indicated that mindfulness partly compensates for a low levels of transformational leadership in fostering intrinsic motivation and in turn extra-role performance, thereby providing evidence for the substitutes for leadership theory. Moreover, the findings extend previous research on the contribution of mindfulness to in-role performance by showing its additional value for intrinsic motivation and extra-role performance. Research limitations/implications Despite the use of validated measures and the presence of an interaction effect, common-source bias cannot be out ruled completely. Practical implications Since mindfulness can be developed, the results suggest a training intervention to make employees less dependent on their leaders for their motivation. Originality/value This paper is the first to show that mindful people are more resilient against the absence of transformational leadership. Given the frequent changes in management layers in organizations, knowledge about resources for individual resilience and self-management is sorely needed.

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Section: Mindfulness and Intrinsic Motivationmentioning

confidence: 99%

mentioning

confidence: 99%

Mindfulness as substitute for transformational leadership

Kroon

Woerkom

Menting³

2017

JMP

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“…In contrast, authenticity is the unhindered operation of one's self-experiences in relation to one's feelings, thoughts, and/or behaviours (Kernis & Goldman, 2006). This understanding of self via authenticity theory is grounded in a modern/essentialist view of the self (Vitz & Felch, 2006) that reflects such concepts as core self (Rogers, 1961;Stern, 1985), true self (Winnicott, 1965), real self (Masterson, 1985(Masterson, , 1988(Masterson, , 2005, self-actualisation (Maslow, 1968), self-determination (Deci & Ryan, 1985), self-made man (Vitz, 2006), hyphenated self (Jeroncic, 2008), unified ego (Lacan, 2001), weak-self integration (Moltmann, 1976), and renaissance man (Vitz, 2006).…”

Section: Authenticity/inauthenticity Tendenciesmentioning

confidence: 99%

“…Wood, Linley, Maltby, Baliousis, and Joseph (2008) have discussed authenticity as the congruity between three inter-related self-components: a person's primary experience, symbolised awareness, and outward behaviour/communication. They came to this conclusion based on Barrett-Lennard's (1998) earlier conceptualisation of authenticity as the quality of expressing a congruity between a person's primary experience, symbolised awareness, and outward behavioural expressions which facilitate authenticity at a particular state (Davis, 2010;Kernis & Goldman, 2006;Wood et al, 2008). Authenticity/inauthenticity is demonstrated by the nature of congruence between different self-experiences in relation to the phenomenal field of the individual that embodies the totality of conscious and unconscious experience, and the human capacity for subception which perceives incoming sensations at a level below conscious awareness (Wood et al, 2008).…”

Section: Authenticity/inauthenticity Tendenciesmentioning

confidence: 99%

Between God and self: exploring the attachment to God and authenticity/inauthenticity tendencies of South African Christian youths

Counted

Moustafa

2017

Mental Health, Religion & Culture

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The paper explores the relationship between attachment to God (AG) and authenticity/inauthenticity among Christian youths in relation to a range of socio-demographic variables. Cross-sectional data were collected from 100 South African Christian youths using measures of AG and authenticity/inauthenticity. The correlation results reveal that feelings of insecurity in terms of having anxiety in a relationship with God is positively related to self-alienation (feeling out of touch with oneself) and accepting external influences (conforming to the standards and expectations of others), but negatively correlated to authentic living (being in tune with one's self). Feelings of insecurity in terms of avoidant God-attachment was also related to self-alienation. In addition, demographic differences were observed for gender and church denomination. These results suggest that insecurity with God may either be linked to feelings of authenticity or self-estrangement among Christian youths and have broad implications, both for clinical usage and further cross-cultural research.ARTICLE HISTORY

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“…Ryan and Deci (2000a) have stated that, despite threats or expectations in life, one can still stay faithful to one"s own opinions and beliefs. In this way, people whose authenticity exhibit significant physical and psychological aspects will generate more positive results (Ryan & Deci, 2000a, 2000bKernis & Goldman, 2006). Furthermore, ethical behaviours and a focus on development are two main issues relevant to authentic leadership.…”

Section: Authentic Leadershipmentioning

confidence: 99%

Authentic Leadership In Sales Management: The Effects On Salespeople’s Task Related Outcomes

Aydın

Kaya

2016

BER

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Authentic leadership, as a new leadership concept emerging from the demand for honest and reliable leaders, has attracted the attention of the business community. The relationship between authentic leaders and their followers is being investigated across many disciplines. This study focuses on authentic leadership in sales management and explores how it affects the task-related outcomes of salespeople, such as learning orientation, customer orientation, intrinsic motivation and working hard. The data for the study were obtained from 364 salespeople and analysed using the partial least squares method. The results indicate that authentic leadership has significant positive effects upon learning orientation (β=0.251; p<0.01), customer orientation (β=0.358; p<0.01), intrinsic motivation (β=0.334; p<0.01), and working hard (β=0.251; p<0.01). As the theory suggests that authentic leadership makes important contributions to the development of followers, this study is the first to explore these contributions upon salespeople"s activities that they undertake within their sales tasks and leads to success in personal selling. Findings indicate that authentic leadership has significant positive effects upon salespeople"s individual task related outcomes.

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A Multicomponent Conceptualization of Authenticity: Theory and Research

Cited by 809 publications

References 89 publications

Mindfulness as substitute for transformational leadership

Mindfulness as substitute for transformational leadership

Between God and self: exploring the attachment to God and authenticity/inauthenticity tendencies of South African Christian youths

Authentic Leadership In Sales Management: The Effects On Salespeople’s Task Related Outcomes

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