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4 5
CONCLUSION
INTERCULTURAL
differences in the
study findings
EFFECTS
of organisational structures
on authentic behaviour in
organisations
AUTHENTICITY
a lever for a new
understanding of
leadership and
organisation
PROMOTING AUTHENTICITY
DRIVERS OF AUTHENTICITY
IN COMPANIES
OBSTACLES TO AUTHENTICITY AND
NEGATIVE INFLUENCING FACTORS
Authority based on professional expertise
A culture that unites distinctiveness with a
feeling of belongingness
High autonomy at work
Company size
Poor work-life balance
Surface acting at work
Belief systems that affirm power and
status differences in organisations
For the study, goetzpartners, Förster und Netzwerk and
Prof. Matthias Spitzmüller surveyed a total of 571 managers
in Germany, the UK and Russia in November 2015 using an
online questionnaire. Around 40 percent of those surveyed
were from Germany, and just under 30 percent each from
the UK and Russia. Unless otherwise mentioned, the results
presented in the study are those of the German participants.
Intercultural differences are explicitly discussed in chapter 7
of the study. The questionnaire was developed based on the
results of 20 qualitative, one-hour interviews with managers
who have responsibility for up to 1,000 employees. Building
on the interviews, the authors of the study developed
the questionnaire for the major data collection that utilized
pre-validated scales to capture relevant constructs. ||