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This result coincides with the findings of psychological research
and was explained as long ago as 1991 in Brewer’s optimal
distinctiveness theory. The latter states that people are at
their best psychologically when they feel themselves to be in
harmony with others and, at the same time, can reveal their
unique inner self.
At a practical level in the company, this means that corporate
culture can act as a powerful lever. In an organisation
in which my relationships give me a feeling of security and
where I can act authentically within the framework of those
relationships, creativity and willingness to change can thrive.
We need neither sectarian cultures nor an excessive emphasis
on individuality.
FREEDOMS
Corporate culture, a “soft” factor, is not the only one that can
promote the experience of authenticity, however. The study
also reveals strong correlations between authenticity and core
features of the job characteristics model. Particularly striking
are the correlations with AUTONOMY in one’s work (correlation
coefficient: 0.58), identification with one’s tasks (0.42) and
the social support that managers receive in the course of their
work (0.32).
The particularly strong correlation with autonomy indicates
that personal freedom is closely linked with the experience of
authenticity. Managers and employees who are given real responsibility,
who can determine themselves when, how, where
and with whom they complete a task, experience a stronger
sense of authenticity than others. Companies are in a position
to set a framework that ensures freedoms of this kind.
The study also shows that mutual dependencies at work cut
both ways when it comes to authenticity: respondents whose
work involved a high level of interaction with others reported
high authentic-life values, probably the most important
dimension of authenticity. However, interdependence in the
working environment also correlates strongly with self-alienation
and strong external pressure on the self. Work processes
in which staff members have to rely heavily on each other thus
have positive effects (because they strengthen the feeling of
belonging), but also negative ones (because they weaken the
feeling of autonomy). ||
»
I believe that a
corporate environment
in which authenticity is
possible has to be quite
an open one, with
«
open
communication.
Manager, 36, large enterprise