Abstract
Authenticity, which has been conceptualized as both a trait and a state influenced by the context, is crucial for understanding individual differences in organizations. This chapter begins by exploring the meaning of authenticity, its relevance to individual differences in organizations, and the relationship between trait and state authenticity. It then summarizes key findings from empirical research on authenticity, which highlights the difficulty of expressing one’s whole self —including one’s distinctive attributes—in organizations. It also reveals the need for research on tensions or trade-offs associated with authenticity. Addressing this gap, the chapter develops a conceptual framework of leader authenticity tensions—challenges that leaders face when they seek to foster their own and other people’s authenticity in the workplace. The framework includes metaphors to help illuminate this complex phenomenon. The chapter also identifies strategies that may help leaders to navigate the tensions successfully and suggests directions for future research on authenticity in organizations.