Authentic Leadership,Psychological Capital And Facades Of Conformity

Due to the globalization and modernization of the world economy,the competition faced by modern organizations is becoming more and more fierce,and the market environment is dynamic and changeable.How to forge a lasting competitive advantage in the fierce market competition has become the focus of domestic industry management practice.With the development of economy and society,the characteristics and function of human resources as the first resource of economic and social development are more obvious,and talent competition has become the core of comprehensive national strength competition.Therefore,in recent years,the research on human capital and employee attitude and behavior has been widely concerned by the theoretical and industrial circles.Existing research shows that shared values between employees and organizations are thought to result in good cheer all around: Employees experience less personal tension and more job satisfaction,and organizations enjoy better retention rates and work performance.But whether apparent value congruence is the same as actual value congruence? Hewlin(2003)introduced the concept of facades of conformity(FOC)-false representations created by organization members to appear as if they embrace organizational values which focuses primarily on behavior in organizations whereby members outwardly conform to organizational values while simultaneously maintaining their values and beliefs(Hewlin,2003,2009)to address this question.Researches relevant to facades of conformity are important in two perspectives.while authenticity lead to multiple benefits for members,including increased vitality,lower stress levels,and increased overall well-being,inauthenticity can hinder psychological and emotional well-being as well as the organization's ability to benefit from diverse perspectives.As Organizational scholars and practitioners have become increasingly aware of the benefits of authentic self-expression in organizations.It is necessary for us to know more about the facades of conformity,specially the factors which impact the organization members' facades creations and how they work.This paper is divided into six parts.The first part mainly introduces the research background,significance of this paper,and the research method.The second part is the review,conclusion and conclusion of the existing literature and research on the authentic leadership,psychological capital and facades of conformity which are the three main variables in this paper.The third part,on the basis of the literature review of the variables and the mutual relationship,put forward the relevant research hypothesis of this paper and constructed the theoretical model of this paper.The fourth part mainly expounds the research method and research design of this paper,including the data source,the selection of the measuring tool,etc.The fifth part is based on the statistics of Spss2.1.0 and Amos24.0.The sixth part summarizes and discusses the results of the previous data analysis,and points out the innovation,shortcomings and prospects of this paper,as well as the suggestions for modern management practice.The aim of this research is to explore the antecedents of facades of conformity,specially the leadership and psychological capital and how they effect facades creations of members in the organization given that the organizational factors for example work environment and individual trait such as self-monitor play a significant role in facades creations.And this paper proves that both authentic leadership and Psychological capital are negative to FOC and resilience plays a moderating role in the relationship between authentic leadership and FOC.This research not only contributes to the expansion on FOC theory by integrating and extending researches on leadership theory and psychological capital theory to show how psychological capital can influence the effects of Authentic Leadership on followers' behavior,specifically on facades creations,but also offers some practice implications for employee management in improving the well-being and performance of individuals as well as organizations.This paper has innovations in both research content and research perspective.From the point of view of the innovation of the research content,on the basis of the concept-FOC proposed by Hewlin(2003)for the first time,this paper expands the study of the antecedent variables of FOC.Through the sample analysis of 122 employees in China's banking industry,this paper explores the direct influence of authentic leadership and psychological capital on employees' FOC behavior and the moderating effect of psychological capital on the relationship between authentic leadership and FOC behavior.It fills in the blank and deficiency of the current research on the antecedent variables of FOC,and also gives managers how to reduce the FOC level of staff.From the point of view of research,this paper focuses on the moderating effect of psychological capital,and proves that the resilience dimension in the psychological capital has moderating effect.This is helpful to the improvement and expansion of the existing researches on the mechanism of the psychological capital.