Managerial experiences of authenticity in the workplace

Abstract

Authenticity is a positive psychological construct often described as being true to oneself, and being authentic means displaying behaviour and expressing oneself in a manner that is consistent with the true self. The aim of this research was to explore managerial experiences of authenticity in the workplace. Purposive sampling was used to select five managers to participate in the study. Data was gathered using semi-structured interviews and data analysis revealed four main themes and related sub-themes. Key findings include that managers construct authenticity as being true to oneself, and that their authenticity is facilitated by contextually appropriate behaviour, the manifestation of multiple selves and open, structured work environments. Barriers to authenticity include interpersonal judgement, limitations on self-expression, leader power and authority, organisational culture and irregular work practices. Being authentic was found to have a positive impact on intrapersonal and interpersonal relations, whilst inauthentic behaviour had negative consequences at both levels.