Abstract
We theorized and tested an integrated model that examines the simultaneous effects of authentic self-expression and self-enhancement (including authentic and exaggerated self enhancement) on employee outcomes. Using a multisource, two-wave survey design and a sample of 143 working groups from 566 employees, we tested the indirect effects of self-presentation on job performance through (a) trust from coworkers and (b) felt trust from coworkers. We found that through trust from coworkers, authentic self-expression had a positive indirect effect on job performance, whereas authentic and exaggerated self-enhancement had negative indirect effects. Via felt trust from coworkers, authentic self-enhancement had a positive indirect effect on job performance, whereas exaggerated self-enhancement had a negative indirect effect. In addition, we identified a boundary condition of these relationships. The positive relationship between authentic self-expression and trust from coworkers and the negative relationship between exaggerated self-enhancement and trust from coworkers were stronger when working for highly authentic leaders. Contrary to expectations, the relationship between authentic self-enhancement and trust from coworkers was negative and significant when working for less authentic leaders.
Original language | English |
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Journal | Journal of Management |
Early online date | 5 Jan 2022 |
DOIs | |
Publication status | Published - 2022 |
Keywords
- authentic self-expression
- authentic self-enhancement
- exaggerated self-enhancement
- trust
- authentic leadership
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Kim, T.-Y., David, E. M., Chen, T., & Liang, Y. (2022). Authenticity or Self-Enhancement? Effects of Self-Presentation and Authentic Leadership on Trust and Performance. Journal of Management. https://doi.org/10.1177/01492063211063807