Why do followers feel inauthentic and withdraw? The joint effect of leader Machiavellianism and perceived collectivistic work climate

Abstract Objective Although past research has shown the negative consequences of state inauthenticity (i.e., the experience of inauthenticity), what triggers state inauthenticity remains to be better understood. We focus on leader Machiavellianism (Mach), defined as the extent to which leaders engage in unethical and manipulative behaviors to attain their goals, as a predictor of follower state inauthenticity. Drawing on the social misfit argument, we examined a model in which leader Mach, jointly with a perceived collectivistic work climate, determines follower state inauthenticity and subsequent work withdrawal. Method We used a vignette‐based lab study (303 participants from the United States) and a daily diary field study (476 daily responses from 69 participants recruited from China). Results Across two studies, we found that follower state inauthenticity mediated the relationship between leader Mach and follower work withdrawal. The positive relationship between leader Mach and follower state inauthenticity was strengthened by a perceived collectivistic work climate. Conclusions The present research underlines the importance of the social environment in influencing follower state inauthenticity at work and shifts research attention from the consequences of state inauthenticity to its predictors.