Signaling Dynamic Authenticity as a Leader

<p>The paper theorizes on signaling dynamic authenticity as a leader. At its core, authenticity involves being self-referential. It implies that knowing oneself is a prerequisite to being true to oneself. One’s numerous selves morph into self-concepts and build an individual’s self-monitoring personality, interconnected with one’s impression management. Authentic signaling is characterized by higher-level indicators: self-awareness, transparency, and vulnerability. By acting in accordance with their momentarily truest “leader-self “– most appropriate for the given leadership moment at play – leaders are practicing their leadership through these three indicators from a place of personality and role-specific situational authentic state expression. Variable state authenticity informs, builds, and strengthens one’s trait authenticity. Behavioral scripts, identity work, self-narratives, and symbols play an integral part in this continuous process of authentication. Dynamic authenticity is developmental, complex, fluid, paradoxical, non-linear, personality dependent, situation dependent, and context dependent. As such, self-verification functions as an external reference system and awareness enhancer on a leader’s personal growth journey.</p>

Name thesis:degree_name

Psychology, PhD

Level thesis:degree_level

Restricted to Claremont Colleges Dissertation

Discipline thesis:degree_discipline

School of Social Science, Politics, and Evaluation

Year dc:date.available

2023

Author dc:creator

• Dannhäuser, Laura

Contributors dc:contributor

• Michelle Bligh
• Paul Zak

• Authenticity
• Generosity
• Situation dependent
• Paradoxical
• Transparency
• Psychology

Repository record dc:identifier

https://scholarship.claremont.edu/cgu_etd/525

OAI identifier oai:identifier

oai:scholarship.claremont.edu:cgu_etd-1547