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Article summary:
1. This article examines the simultaneous effects of authentic self-expression and self-enhancement on employee outcomes.
2. The study found that authentic self-expression had a positive indirect effect on job performance, whereas authentic and exaggerated self-enhancement had negative indirect effects.
3. The positive relationship between authentic self-expression and trust from coworkers was stronger when working for highly authentic leaders.
Article analysis:
The article “Authenticity or Self-Enhancement? Effects of Self-Presentation and Authentic Leadership on Trust and Performance” by Tae-Yeol Kim et al., is an interesting exploration into the effects of self-presentation on job performance through trust from coworkers. The authors have conducted a two wave survey design with a sample size of 143 working groups from 566 employees to test their hypotheses.
The article is well written and provides a comprehensive overview of the literature related to the topic, as well as clear explanations of the research methods used in the study. The authors have also provided detailed results which are supported by statistical evidence, making it easy to understand their findings.
However, there are some potential biases in the article that should be noted. Firstly, the sample size used in this study is relatively small compared to other studies in this field, which could lead to inaccurate results due to sampling bias or lack of generalizability. Secondly, although the authors have discussed boundary conditions for their findings, they do not provide any evidence for these conditions or explore counterarguments that may exist within them. Finally, there is no discussion about possible risks associated with self-presentation tactics such as exaggerated self-enhancement which could lead to negative outcomes for employees if not managed properly.
In conclusion, this article provides an interesting insight into how different forms of self-presentation can affect job performance through trust from coworkers. However, further research should be conducted to explore potential biases and risks associated with these tactics before any conclusions can be drawn about their effectiveness in improving job performance.