The Authenticity Paradox

By H. Ibarra. 2015

126 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/98830f16c4d2e6e50fa19ee54a3331616dcba706

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Citations in the corpus

Brand authenticity leads to perceived value and brand trust (2019, background): “…2015) immerse in a competition in lifestyle display multicultural (Potter, 2010), as manifestations and antecedents in marketing communications (Ibarra, 2015), and as authenticity in the leadership tending to latch on to authenticity as an excuse for sticking with what is comfortable for…”
“I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations (2016, background): “Identity is always a work in progress (e.g., Ibarra, 2015; Kreiner & Sheep, 2009).”
From Synchronizing to Harmonizing: The Process of Authenticating Multiple Work Identities (2018, background): “In this situation, failing to convey role-consistent impressions may threaten a worker’s legitimacy in a valued role (Leary and Kowalski, 1990; Ashforth and Humphrey, 1993), but conforming may threaten one’s feelings of fidelity to oneself (Golomb, 1995; Ibarra, 2015).”
Warning for excessive positivity: Authentic leadership and other traps in leadership studies (2019, background): “A person good at impression management may probably score high on other-assessed authenticity, whereas a person truly “authentic” may not be seen as such but bad in playing the leader role (Ibarra, 2015).”
Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment (2020, background): “Authentic leadership has become “a ‘widespread emerging social trend’ (Carroll, 2015, p. 2) and a ‘gold standard for leadership’ in organizations” (Ibarra, 2015, p. 54; Cha et al., 2019, p. 634) and the interest in authentic leadership is flourishing (Cha et al., 2019).”