“…Authentic leadership theory is defined by leader and follower self‐awareness and self‐regulation, positive psychological capital, and positive moral perspective (Avolio & Gardner, ; Ilies, Morgeson, & Nahrgang, ). Although authenticity may not always be intrinsically ethical (Algera & Lips‐Wiersma, ; Knoll, Lord, Petersen, & Weigelt, ; Shamir & Eilam, ) and it may even have a dark side (Womick, Foltz, & King, ), authentic leadership has been predominantly associated with a host of positive outcomes, such as higher organizational commitment and extra effort (Peus, Wesche, Streicher, Braun, & Frey, ), greater team performance, effectiveness and productivity (Lyubovnikova, Legood, Turner, & Mamakouka, ), heightened employee voice behaviors (Hsiung, ), increased job satisfaction and decreased perceived work stress (Rahimnia & Sharifirad, ), improved store performance (Rego, Júnior, & e Cunha, ), and good work‐life balance (Braun & Peus, ). Moreover, high levels of employee authenticity have been linked to such occupational outcomes, such as success on the job market (Moore, Lee, Kim, & Cable, ), effective socialization of newcomers (Cable, Gino, & Staats, ), job satisfaction and performance (Metin, Taris, Peeters, van Beek, & Van den Bosch, ), and work engagement (Yagil & Medler‐Liraz, ).…”