Being authentic by sharing team vision: mediating role of strengths use within a team

Abstract

PurposeAuthenticity, or the extent to which individuals act in accordance with their values, beliefs and characteristics, is recognized as a key component of a fulfilled life. However, little is known about its antecedents in an organizational context. Drawing on goal-setting theory and the broaden-and-build theory, the current study examined the role of team leaders' perceived shared vision in promoting their work authenticity, mediated through strengths use support (SUS) for members as well as leaders' strengths use.Design/methodology/approachA two-wave questionnaire survey was conducted to test the hypotheses using a sample of 325 middle managers of a manufacturing firm.FindingsThe results of structural equation modeling show that perceived shared vision promoted work authenticity, mediated through SUS and strengths use.Originality/valueThis study is the first to identify that shared goals can trigger authenticity at work by directing the leader to use their strengths, alongside their team members.