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A self-regulation model of leader authenticity based on mindful self-regulated attention and political skill
journal contributionposted on 2019-11-13, 14:40 authored by Erik DietlErik Dietl, Jochen Reb
Despite much research on leader authenticity, its antecedents remain poorly understood. We develop a self-regulatory model of leader authenticity. The model explains how both mindful self-regulated attention and political skill, as well as their interaction, are important for leaders to be authentic, and ultimately effective. Mindful self-regulated attention—a core dimension of mindfulness defined as sustained attention centered on the present moment—helps leaders stay connected to their core self amid the busyness of their (work) lives, allowing leaders to feel authentic. And, particularly in combination with political skill—a social effectiveness construct—it helps leaders interact with their employees in a way that is experienced as authentic and effective. In an experimental study (Study 1), we found that leaders who mindfully self-regulate their attention feel more authentic. In a two-wave multi-source field study (Study 2), we found that leader self-regulated attention was positively associated with employee perceptions of leader authenticity and effectiveness. Further, this relation was stronger when leader political skill was high. We discuss theoretical and practical implications of this research.
- Business and Economics
Published inHuman Relations
- AM (Accepted Manuscript)
Rights holder© The Authors
Publisher statementThis paper was accepted for publication in the journal Human Relations and the definitive published version is available at https://doi.org/10.1177/0018726719888260. Users who receive access to an article through a repository are reminded that the article is protected by copyright and reuse is restricted to non-commercial and no derivative uses. Users may also download and save a local copy of an article accessed in an institutional repository for the user's personal reference.