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South African managers in public service: On being authentic
South African managers in public service consistently face challenges related to managing a well-adjusted and productive diverse workforce. Following the notion that leadership authenticity fosters positive psychological employee capacity, the aim of this study was to explore the meaning essence of...
Autores principales: | , |
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Formato: | Online Artículo Texto |
Lenguaje: | English |
Publicado: |
Co-Action Publishing
2014
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Materias: | |
Acceso en línea: | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3895260/ https://www.ncbi.nlm.nih.gov/pubmed/24434054 http://dx.doi.org/10.3402/qhw.v9.20630 |
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author | Barnard, Antoni Simbhoo, Nirvana |
author_facet | Barnard, Antoni Simbhoo, Nirvana |
author_sort | Barnard, Antoni |
collection | PubMed |
description | South African managers in public service consistently face challenges related to managing a well-adjusted and productive diverse workforce. Following the notion that leadership authenticity fosters positive psychological employee capacity, the aim of this study was to explore the meaning essence of authenticity as lived in the work–life experiences of senior managers in public service. Five senior managers in public service were purposefully selected based on their articulated challenges with being authentic at work, whilst attending a diversity sensitivity workshop. From a hermeneutic phenomenological perspective, in-depth interviews were used, and an interpretative phenomenological analysis yielded two predominant themes offering a description of what it means to be authentic. Authenticity is experienced as an affective state that results from a continuous self-appraisal of the extent to which expression of self is congruent with a subjective and socially constructed expectation of self in relation to others. Authenticity seems to develop through a continuous process of internal and external adaptation, and it leads to ultimately building a differentiated yet integrated identity of self. A reciprocal dynamic between feeling authentic and self-confidence alludes to the potential importance of authenticity dynamics in identity work. |
format | Online Article Text |
id | pubmed-3895260 |
institution | National Center for Biotechnology Information |
language | English |
publishDate | 2014 |
publisher | Co-Action Publishing |
record_format | MEDLINE/PubMed |
spelling | pubmed-38952602014-01-21 South African managers in public service: On being authentic Barnard, Antoni Simbhoo, Nirvana Int J Qual Stud Health Well-being Empirical Study South African managers in public service consistently face challenges related to managing a well-adjusted and productive diverse workforce. Following the notion that leadership authenticity fosters positive psychological employee capacity, the aim of this study was to explore the meaning essence of authenticity as lived in the work–life experiences of senior managers in public service. Five senior managers in public service were purposefully selected based on their articulated challenges with being authentic at work, whilst attending a diversity sensitivity workshop. From a hermeneutic phenomenological perspective, in-depth interviews were used, and an interpretative phenomenological analysis yielded two predominant themes offering a description of what it means to be authentic. Authenticity is experienced as an affective state that results from a continuous self-appraisal of the extent to which expression of self is congruent with a subjective and socially constructed expectation of self in relation to others. Authenticity seems to develop through a continuous process of internal and external adaptation, and it leads to ultimately building a differentiated yet integrated identity of self. A reciprocal dynamic between feeling authentic and self-confidence alludes to the potential importance of authenticity dynamics in identity work. Co-Action Publishing 2014-01-15 /pmc/articles/PMC3895260/ /pubmed/24434054 http://dx.doi.org/10.3402/qhw.v9.20630 Text en © 2014 A. Barnard & N. Simbhoo http://creativecommons.org/licenses/by/2.0/ This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. |
spellingShingle | Empirical Study Barnard, Antoni Simbhoo, Nirvana South African managers in public service: On being authentic |
title | South African managers in public service: On being authentic |
title_full | South African managers in public service: On being authentic |
title_fullStr | South African managers in public service: On being authentic |
title_full_unstemmed | South African managers in public service: On being authentic |
title_short | South African managers in public service: On being authentic |
title_sort | south african managers in public service: on being authentic |
topic | Empirical Study |
url | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3895260/ https://www.ncbi.nlm.nih.gov/pubmed/24434054 http://dx.doi.org/10.3402/qhw.v9.20630 |
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