The Authentic Worker's Well-Being and Performance: The Relationship Between Authenticity at Work, Well-Being, and Work Outcomes

Previous research on authenticity has mainly focused on trait conceptualizations of authenticity (e.g., Wood et al., 2008), whereas in specific environments (e. g., at work) state conceptualizations of authenticity (cf. Van den Bosch & Taris, 2013) are at least as relevant. For example, working conditions are subject to change, and this could well have consequences for employees' perceived level of authenticity at work. The current study employs a work-specific, state-like conceptualization of authenticity to investigate the relations between authenticity at work, well-being, and work outcomes. A series of ten separate hierarchical regression analyses using data from 685 participants indicated that after controlling for selected work characteristics and demographic variables, authenticity at work accounted for on average 11% of the variance of various wellbeing and work outcomes. Of the three subscales of authenticity at work (i.e., authentic living, self-alienation, and accepting influence), self-alienation was the strongest predictor of outcomes, followed by authentic living and accepting external influence, respectively. These findings are discussed in the light of their practical and theoretical implications.