Authenticity

Lehman, David W.; O’Connor, Kieran; Kovács, Balázs; Newman, George

doi:10.5465/annals.2017.0047

Cited by 202 publications

(268 citation statements)

References 281 publications

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“…Leaders engage in such false humility which is accompanied with contempt and suspicion can be detrimental (Owens and Hekman, 2012). Specifically, if followers believe that leader's expression of humility has ulterior motives or is dishonest, the leader fails to genuinely represent his or her social category as a "humble leader" (Lehman et al, 2018), which will decrease the influence of the leader's behaviors (Ferris et al, 2008). In this circumstance, followers question the leader's humble behavior and do not feel that they are truly capable and valuable at work.…”

Section: Moderating Role Of Perceived Apparent Sincerity Of Leadermentioning

confidence: 99%

Why and when leader humility promotes constructive voice: a crossover of energy perspective

Chen

et al. 2019

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Purpose The purpose of this paper is to build a moderate mediation model to delineate the effects of leader humility on employee constructive voice behavior based on conservation of resources theory and crossover of resources model. Specifically, when a leader behaves with humility, the followers will be more likely to feel they receive psychological resources from their interactions with the leader (i.e. relational energy), and thus engage in more constructive voice behavior. In addition, this energizing effect only occurs when the leader is perceived as having higher apparent sincerity by their subordinates. Design/methodology/approach The research hypotheses of this study were empirically tested using multi-timepoint and multi-source (i.e. supervisors and subordinates) survey data in China. Study 1, based on data from 449 subordinates and 88 immediate supervisors, was conducted to test the proposed mediation effect. Study 2, based on data from 185 subordinates and 50 immediate supervisors, was conducted to replicate the findings of Study 1 and test the integrated model. Findings The results of Study 1 support the proposed mediation effect that leader humility positively predicts followers’ constructive voice behavior via boosting followers’ relational energy. The results of Study 2 replicate the findings of Study 1 and further indicate that leader humility is only positively related to perceived relational energy when a leader is perceived as having higher apparent sincerity by their subordinates. Practical implications This paper provides detailed instructions for business practitioners. First, given that employee constructive voice behavior is related to employee relational energy and is beneficial to organizations, leaders are encouraged to behave with humility when interacting with their subordinates. Second, from the perspective of human resource management, well-designed training programs can be used to help leaders to develop leader humility. Third, the findings of this paper call attention to a potential risk for humble leaders. Organizations should educate leaders on the potential negative consequences of false humility and encourage leader humility that will appear in leaders’ sincerity. Originality/value Overall, drawing on conservation of resources theory and crossover of resources model, this paper reveals that boosting relational energy is a mechanism via which humble leaders can shape employees’ voice behavior. Second, by examining the moderation effect of apparent sincerity of leaders from followers’ perspective, this paper suggests an actor–recipient perspective to identify the boundaries of the energizing mechanism. Third, the findings of this paper add to the knowledge on voice research by highlighting an additional source of energy for employee constructive voice behavior.

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Section: Moderating Role Of Perceived Apparent Sincerity Of Leadermentioning

confidence: 99%

Why and when leader humility promotes constructive voice: a crossover of energy perspective

Chen

et al. 2019

View full text Add to dashboard Cite

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“…Importantly, authenticity is also a relational construct in the sense that ‘authenticity is a claim that is made by or for someone, thing, or performance and either accepted or rejected by relevant others’ (Peterson, , p. 1086). In practice, it is often, but not always, an object of social interaction in which producers and audiences (e.g., users and consumers) collectively establish an artefact as being authentic, thereby authenticating it (Askin and Mol, ; Lehman et al, in press). Testifying to the relational constitution of authenticity, Carroll and Swaminathan () show that experts found major brewers to make excellent ‘microbrew’, yet consumers considered their brew to be inauthentic on the grounds that they were mass producers, that is, they did not have the craft‐based identity of micro‐brewers.…”

Section: Artefacts In Institutional Maintenance Workmentioning

confidence: 99%

Authentication as Institutional Maintenance Work

Colombero

Boxenbaum

2018

J Management Studies

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Institutional maintenance work refers to actors’ deliberate effort to maintain an institution. This paper examines how actors use authentication, i.e., the relational constitution of an artefact as original or as a genuine expression of a particular type, style or person, to accomplish institutional maintenance work. We investigated contemporary adjustments to six listed buildings. These works were undertaken to keep these buildings functional while at the same time protecting their listing; by doing so they contributed to maintain the institution of Architectural Heritage. Our analysis identifies three forms of authentication: material consolidation, crafts mobilization and character enhancement. We elaborate on each of them and explain their institutional underpinnings and outcomes. The paper concludes with an articulation of authentication as a potent form of institutional maintenance work. Taking its starting point in materiality, authentication is a relational practice that helps maintain institutions relying on irreplaceable artefacts for their maintenance.

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“…Authenticity, as noted by Lehman, O'Connor, Kovács, and Newman (2019), is a multidimensional construct variously consisting of claims that an entity is consistent in its internal values and external behaviors, that it conforms to relevant social norms, and that it has a connection to a claimed person, time, or place. Both brand authenticity and personal authenticity can be conceptualized using these three dimensions, though the specifics of how perceived authenticity is operationalized in the literature differs for brands (e.g.…”

Section: Introductionmentioning

confidence: 99%

When and how frontline service employee authenticity influences purchase intentions

Matthews

Eilert

Carlson

et al. 2020

Journal of Business Research

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In this manuscript, we investigate the central role of perceived frontline service employee (FSE) authenticity and the process by which it impacts purchase intentions, taking into account the represented brand's authenticity. While brand authenticity has previously been shown to enhance consumer outcomes, we find that FSE authenticity is a separate significant predictor of purchase intentions. Further, we find that FSE authenticity enhances purchase intentions by increasing perceived trust and perceived quality. However, this finding only holds for brands that do not emphasize their authenticity, indicating that brand managers should differentially emphasize FSE authenticity based on their brand's positioning. Furthermore, we investigate the robustness of these effects across both experience and credence services, and find that FSE authenticity is especially important in credence service contexts.

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Authenticity

Cited by 202 publications

References 281 publications

Why and when leader humility promotes constructive voice: a crossover of energy perspective

Why and when leader humility promotes constructive voice: a crossover of energy perspective

Authentication as Institutional Maintenance Work

When and how frontline service employee authenticity influences purchase intentions

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