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Abstract: This article argues that organizations should strive to create environments where all employees feel comfortable bringing their authentic selves to work each day. Drawing from academic literature, it is demonstrated that authentic self-expression at work drives key individual and organizational outcomes such as job satisfaction, engagement, performance, retention, well-being, innovation and values alignment. However, many traditional workplace norms discourage integration of personal and professional identities. The article provides recommendations, grounded in research, for practical strategies leaders can implement to foster authenticity across their workforce and transform organizational culture. These include enacting inclusive policies, demonstrating diversity-supportive leadership, granting flexible work arrangements, and empowering employee resource groups. Examples are given of how these evidence-based methods can be applied within different industries to maximize benefits for individuals, teams and overall business success.
As organizations continue navigating challenging times, fostering an inclusive culture where every employee feels comfortable bringing their authentic self to work each day has never been more important. A robust body of research suggests companies that empower employees in this way experience significant benefits to key outcomes like engagement, retention, innovation and performance. However, many workplaces maintain outdated norms that discourage self-expression or place unreasonable constraints on people's personal lives. It does not need to be this way. By examining how authenticity impacts individuals and teams, and implementing practical strategies to cultivate it, leaders can help every employee feel valued and motivated to do their best work.
The Research Foundation for Authenticity in the Workplace
Before delving into specific recommendations, it is useful to review some of the foundational research demonstrating why authenticity should matter to organizations. At the individual level, numerous studies have found that "being able to express oneself and one's identity fully at work is positively related to job satisfaction, work engagement, organizational commitment and well-being" (Ramarajan, 2021, p. 2). Employees who feel comfortable bringing their authentic selves to the office each day simply enjoy their work more and are more invested in their employer's success.
Interestingly, research further shows authenticity enhances performance through increased cognitive flexibility and creativity (Tracy et al., 2019). When people do not have to expend mental energy policing their authentic expression, they have more cognitive bandwidth available for innovative thinking and problem-solving. Authentic self-expression also cultivates psychological safety, allowing teams to share diverse ideas and perspectives without fear of reprisal (Edmondson, 1999). This open exchange of views is a hallmark of high-performing groups renowned for breakthrough innovations.
Not only does authenticity drive individual and team outcomes, but its absence can damage both people and companies. Inauthenticity has been linked to increased stress, burnout, and even health issues over the long-term (Kahn, 1990). It also negatively impacts values congruence - the alignment between a person's core beliefs and their organization's mission and culture (Cable & DeRue, 2002). When employees cannot bring their true selves to work, they grow increasingly disconnected from their employer's purpose over time. This can fuel dissatisfaction, disengagement and high turnover costs as authentic individuals feel compelled to leave for places where they will feel more fulfilled.
Clearly, authenticity matters greatly to people, teams and the bottom line. But to experience these benefits, organizations must first create an environment where employees feel accepted for who they are inside and outside of work. The following sections outline proven strategies leaders can employ to foster authenticity across their entire workforce.
Cultivating Authenticity Through Inclusive Policies
One of the most impactful things organizations can do is implement inclusive workplace policies that explicitly communicate acceptance of diverse identities, cultures and life experiences. Research indicates having formal policies banning discrimination based on attributes like gender, sexual orientation, race, disability status and more significantly improves perceived organizational support for inclusion (Shore et al., 2011). Employees feel their whole selves are welcomed, respected and protected.
Some forward-thinking companies have also enacted additional protections. For example, many now prohibit discrimination based on variables like family or marital status, mental health issues, political views and more (Hewlett et al., 2013). Any attribute that could discourage an employee from bringing their authentic self to work should be addressed. Another powerful policy is unpaid family care leave that supports employees juggling responsibilities at home, like caring for sick or elderly relatives, without fear of unfair repercussions.
Providing flexible work arrangements is also crucial for enabling authenticity. Options like remote work, flexible schedules, and paid time off respect that employees have lives and commitments outside the office (Groysberg & Abrahams, 2014). They alleviate pressures that might previously have enforced inauthenticity, like pretending personal issues do not exist or exaggerating availability. Trusting employees with flexibility demonstrates permission and encouragement for them to integrate their work and non-work identities.
Nurturing Inclusion through Leadership Actions
While inclusive policies set an important foundation, leaders must reinforce them through their everyday actions. Research shows diversity-supportive management behaviors have an even greater influence on inclusion than formal policies alone (Nishii, 2013). Some best practices include:
Visibly championing inclusion in company values and during important speeches/meetings. This helps normalize discussion of diversity as a priority.
Educating all people managers on inclusive leadership strategies and holding them accountable for cultivating belonging across their teams.
Mentoring and sponsoring high-potential employees from underrepresented groups. Ensure all employees see advancement opportunities regardless of attributes.
Addressing microaggressions, biases or unfair treatment swiftly through respectful correction and discussion. This shows bias will not be tolerated.
Inviting diverse perspectives into strategic planning and product/service design processes. Tap into untapped insights and represent varied customer needs.
Celebrating cultural and religious events important to different employee groups through appropriate acknowledgments and days off.
When inclusion is authentically "lived and breathed" daily by leadership, everyone feels respected and empowered to bring their authentic selves to work (Hewlett et al., 2013, p. 70). Distrust melts away as employees see leaders "walking the walk" of an inclusive culture beyond superficial gestures.
Fostering Connection through Community
While policies and leadership set a foundation, community is where authenticity truly blossoms on an interpersonal level. Research suggests connections with like-minded others improve well-being, buffer stress and make inauthenticity seem unnecessary (Bono et al., 2013). Empowering employee resource groups (ERGs) is an impactful strategy for cultivating this peer support.
ERGs are voluntary, employee-led groups that form around shared social identities, life experiences or cultural backgrounds (Kinsey et al., 2020). Examples include groups for women, veterans, LGBTQ+ individuals, different racial/ethnic identities, parents, and more. In addition to providing mutual understanding and friendship, high-functioning ERGs partner with senior leaders on initiatives like:
Recruiting and onboarding diverse talent through authentic peer networking.
Gathering insights from members' lived experiences to enhance inclusiveness of products/services.
Presenting diversity workshops to educate all employees and spark respectful discussions.
Hosting cultural awareness events celebrating members' traditions.
Sponsoring mentoring/sponsoring programs between experienced/new ERG members.
When embedded authentically in a company's culture and strategy, ERGs empower employees to establish community, contribute their perspectives, and bring their whole selves more fully into the workplace. Like other strategies, they must be supported sincerely versus treated as symbolic gestures. But with care and commitment, ERGs can transform inclusion.
Practical Application across Industries
While the underlying benefits of enabling authenticity remain consistent, specific strategies will look different based on a company's industry and work structures. Some examples:
Technology - Many tech firms already successfully implement inclusive flexibility through remote or hybrid work models built on trust rather than constant monitoring. ERGs help tap into employees' diverse perspectives for product development or targeted outreach. Inclusive family leave enables authentic work-life balance in a demanding field.
Healthcare - Given strenuous conditions and emotional labor, leadership support for inclusion reduces stressors like covering mental health issues or hiding personal lives. Flex schedules respect staff needs outside 12-hour clinical shifts. ERGs offer representation and community sorely lacking historically for marginalized medical workers.
Education - Teachers balancing classroom responsibilities with family commitments greatly value flexible scheduling that respects their personal lives versus forcing artificial separation. ERGs enable LGBTQ+, ethnic minority, and special needs educators to feel empowered bringing their whole selves to positively impact diverse students.
Manufacturing - Diversity-centric training shifts rigid mindsets doubting inclusion's relevance in male-dominated sectors known for inflexibility. Outdated assumptions like certain identities not belonging discourage retention of talented, authentic individuals critical for innovation in a fast-changing industry. ERGs humanize employees and dispel barriers to career development.
Regardless of industry specifics, the underlying need for authenticity remains universal. By sincerely examining constraints historically enforced and implementing strategic, customized solutions, every employer can empower their people to feel comfortable being fully themselves at work. This positively transforms cultures into vibrant melting pots where diverse contributors unite around a shared purpose with their heads and hearts engaged.
Conclusion
Enabling authenticity should matter to organizations because research clearly links it to engaged employees, high-quality work, retention of talent, psychological safety, well-being, values congruence and more. While outdated norms previously encouraged disconnecting personal and professional identities, modern workplaces must embrace people in their full dimensionality if they wish to leverage the whole person. Strategies like inclusive policies, diversity-supportive leadership, flexibility and community-building through impactful ERGs empower staff to bring their authentic lives, identities and perspectives into their work each day.
When authentic self-expression flourishes from the top-down and peer-to-peer, entire organizational cultures shift to prioritize inclusion wholeheartedly versus superficially. All contributors feel respected for who they truly are - not who managers arbitrarily decide they must portray or behave as colleagues. This transforms work into a place where people can strategically apply their diverse strengths united around shared purpose, unleashing untapped potential. For leaders dedicated to evolving beyond performative gestures into authentically inclusive environments, enabling authenticity should rank among top priorities given compelling research and business case foundations. Every employee deserves nothing less than bringing their full, authentic self to the important work they spend their days accomplishing.
References
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Cable, D. M., & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875–884. https://doi.org/10.1037/0021-9010.87.5.875
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative science quarterly, 44(2), 350-383. https://doi.org/10.2307/2666999
Groysberg, B., & Abrahams, R. (2014). Manage your work, manage your life. Harvard business review, 92(3), 58-66, 126. https://hbr.org/2014/03/manage-your-work-manage-your-life
Hewlett, S. A., Marshall, M., & Sherbin, L. (2013). How diversity can drive innovation. Harvard Business Review, 91(12), 30. https://hbr.org/2013/12/how-diversity-can-drive-innovation
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4), 692-724. https://doi.org/10.2307/256287
Kinsey, G., Collins, E., & Gerhart, B. (2020). When employee resource groups are a conduit for inclusion: A multi-level model. Personnel Psychology, 73(4), 603-641. https://doi.org/10.1111/peps.12391
Nishii, L. H. (2013). The benefits of climate for inclusion for gender‐diverse groups. Academy of Management Journal, 56(6), 1754-1774. https://doi.org/10.5465/amj.2009.0823
Ramarajan, L. (2021). Identity work and well-being: Towards optimal functioning at work. Academy of Management Annals, 15(1), 168-200. https://doi.org/10.5465/annals.2018.0082
Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of management, 37(4), 1262-1289. https://doi.org/10.1177/0149206310385943
Tracy, S. J., Rogers, J., & Hall, E. V. (2019). Self-expression across the authent-inauthentic continuum. In The Cambridge handbook of communication credibility and credibility and truth (pp. 75-92). Cambridge University Press. https://doi.org/10.1017/9781108587544.005
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Enabling Authenticity in the Workplace: The Case for Allowing Every Employee to Bring Their Full Self to Work. Human Capital Leadership Review, 15(1). doi.org/10.70175/hclreview.2020.15.1.12
