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  • When can display of authenticity at work facilitate coworker interactions? The moderating effect of perception of organizational politics

    Author(s)
    Tang, Y
    Xu, E
    Huang, X
    Pu, X
    Griffith University Author(s)
    Huang, Xu
    Year published
    2021
    Metadata
    Show full item record
    Abstract
    Authenticity has long been held as a virtue. However, is it beneficial for employees to be true to themselves in coworker interactions? Drawing on social penetration theory, we argue that a focal employee’s exhibited authenticity at work helps the employee penetrate the interpersonal boundaries of an interacting coworker and as a result, the employee is more likely to be included in this coworker’s social circles and receive help from the coworker. Accordingly, we propose a dyadic-level model and test this model in two survey studies using a round-robin design. The results of both studies consistently demonstrated that the ...
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    Authenticity has long been held as a virtue. However, is it beneficial for employees to be true to themselves in coworker interactions? Drawing on social penetration theory, we argue that a focal employee’s exhibited authenticity at work helps the employee penetrate the interpersonal boundaries of an interacting coworker and as a result, the employee is more likely to be included in this coworker’s social circles and receive help from the coworker. Accordingly, we propose a dyadic-level model and test this model in two survey studies using a round-robin design. The results of both studies consistently demonstrated that the focal employee’s exhibited authenticity is positively related to help received from the coworker via inclusion in the coworker’s social circle. Further, this positive indirect relationship is moderated by the coworker’s perception of organizational politics, such that the relationship is weaker when the coworker’s perception of organizational politics is high. These findings help advance the understanding of when and how employees can gain relational benefits from displaying authenticity at work.
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    Journal Title
    Human Relations
    DOI
    https://doi.org/10.1177/00187267211031834
    Note
    This publication has been entered as an advanced online version in Griffith Research Online.
    Subject
    Sociology
    Psychology
    Human resources and industrial relations
    Publication URI
    http://hdl.handle.net/10072/406783
    Collection
    • Journal articles

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