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Authenticity – Free Register to Access Experts & Abstracts

Louis W. Fry – One of the best experts on this subject based on the ideXlab platform.

  • LEADERSHIP IN ACTION TEAMS: TEAM LEADER AND MEMBERS’ Authenticity, Authenticity STRENGTH, AND TEAM OUTCOMES
    Personnel Psychology, 2011
    Co-Authors: Sean T. Hannah, Fred O. Walumbwa, Louis W. Fry

    Abstract:

    A field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader Authenticity on team Authenticity and team outcomes. Results showed that team leader Authenticity at Time 1 predicted teamwork behavior and team productivity at Time 3, with these relationships mediated by team Authenticity at Time 2. We further explored the moderating role of Authenticity strength in the team Authenticity–teamwork behavior relationship. Team Authenticity interacted with Authenticity strength such that the team Authenticity–teamwork behavior relationship was stronger when Authenticity strength was higher rather than lower. Implications of these findings for theories of shared leadership, team leadership, and authentic leadership are discussed.

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Sean T. Hannah – One of the best experts on this subject based on the ideXlab platform.

  • LEADERSHIP IN ACTION TEAMS: TEAM LEADER AND MEMBERS’ Authenticity, Authenticity STRENGTH, AND TEAM OUTCOMES
    Personnel Psychology, 2011
    Co-Authors: Sean T. Hannah, Fred O. Walumbwa, Louis W. Fry

    Abstract:

    A field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader Authenticity on team Authenticity and team outcomes. Results showed that team leader Authenticity at Time 1 predicted teamwork behavior and team productivity at Time 3, with these relationships mediated by team Authenticity at Time 2. We further explored the moderating role of Authenticity strength in the team Authenticity–teamwork behavior relationship. Team Authenticity interacted with Authenticity strength such that the team Authenticity–teamwork behavior relationship was stronger when Authenticity strength was higher rather than lower. Implications of these findings for theories of shared leadership, team leadership, and authentic leadership are discussed.

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Willie J Hale – One of the best experts on this subject based on the ideXlab platform.

  • not simply in the eye of the beholder Authenticity as a product of candidate preference and unfettered speech
    Political Psychology, 2018
    Co-Authors: David R Pillow, Meghan A Crabtree, Manuel J Galvan, Willie J Hale

    Abstract:

    Authenticity has emerged over recent decades as a prominent theme in both the press and in political research—and peaked in the 2016 presidential contest that pitted Donald Trump against Hillary Clinton, Bernie Sanders, Marco Rubio, and Ted Cruz. In this context, we attempted to answer the question: How do voters judge a presidential candidate’s Authenticity? Here we use motivated reasoning and correspondent inference theory as theoretical frameworks to examine how partisan preference combines with perceptions of unfettered speech and strategic impression management to influence voter judgments of a candidate’s Authenticity. An online survey of 525 respondents demonstrated that individuals’ partisan preferences influenced both judgments of a candidate’s Authenticity and their perceptions of behaviors signifying Authenticity (use of unfettered speech versus strategic impression management). These behavioral signals partially mediated the relation between candidate preferences and Authenticity judgments. Moreover, voters, given their partisan preferences, differentially weighted candidates’ use of unfettered speech and strategic impression management tactics in their judgments of Authenticity. Finally, unfiltered/politically incorrect speech was found to have both positive and negative effects on Authenticity judgments. Findings further elucidate the nature of Authenticity as perceived in others and identify intermediary variables and boundary conditions that influence those perceptions.

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