Modeling the Joint Effect of Leader and Follower Authenticity on Work and Non-Work Outcomes.

Recent theoretical and empirical work has developed the concept of authenticity, both as it relates to leader authenticity and as it relates to authenticity in followers. The present study examines perceptions of employee authenticity and perceived leader authenticity and highlights the utility of jointly examining the congruence between the two to predict individual-level outcomes. The present study utilized Qualtrics Panels to recruit three waves of survey participants.