Authenticity: Theoretical Considerations, Instrument Development, and Implications for Leaders

The adage, To thine own self be true, captures the essence of authenticity and is age-old. Yet the issue of being true to the self remains highly relevant today, particularly for organizational leaders who operate within complex, globalized, and competitive environments that regularly challenge their personal authenticity. For those interested in assessing and developing authenticity in the workplace, additional research on the topic is needed. In response, this study strengthens existing theoretical work on authenticity by offering an alternative approach to the concept, and creates a corresponding measure suitable for evaluating authenticity within the context of leadership. The work began by providing an alternative conceptual approach to authenticity. Here, authenticity was defined as a psychological and behavioral process whereby an individual lives in accordance with the true self. Key components of the process include self-knowledge, self-awareness, self-regulation, and authentic behavior. The proposed framework advances existing theory on authenticity by more thoroughly addressing the experiential, historical, motivational, and context-specific nature of self. The framework also extends current literature by offering a preliminary explanation of how aspects of authenticity may operate within a person, thereby highlighting the distinction between a leader\u27s ability and choice to behave authentically. Following the establishment of the alternative theoretical framework, a supporting assessment tool was created. Instrument development involved various analytical approaches to create and refine the tool, to test for factor structure robustness, and to conduct a comprehensive validation study that tested the instrument against ten existing measures comprising 21 subscales. Employee email addresses housed by an international consulting firm were used to invite participants to the study. Two launches, occurring approximately three months apart, administered different surveys to four samples and generated data from over 3,300 total respondents. The process resulted in the Role-specific Evaluation of Authenticity in Leaders (REAL), a reliable 43-item instrument featuring eight components. Substantial evidence was found in support of the REAL\u27s construct validity and criterion-related validity at both the construct- and concept-level. As such, the REAL and its underlying framework provide a valuable alternative approach to the future study, practice, and development of authenticity within the context of organizational leadership

Presentation: Operating in Uncertain Times: How Economic Conditions Have Affected San Diego County\u27s Nonprofit and Philanthropic Sectors

How have San Diego County\u27s nonprofit and philanthropic organizations been managing during the economic downturn? This report presentation: Operating in Uncertain Times, highlights the strategies and approaches taken by some of the County\u27s largest nonprofit and philanthropic providers.https://digital.sandiego.edu/npi-stateofnp/1009/thumbnail.jp

Operating in Uncertain Times: How Economic Conditions Have Affected San Diego County\u27s Nonprofit and Philanthropic Sectors

How have San Diego County\u27s nonprofit and philanthropic organizations been managing during the economic downturn? This report: Operating in Uncertain Times, highlights the strategies and approaches taken by some of the County\u27s largest nonprofit and philanthropic providers.https://digital.sandiego.edu/npi-stateofnp/1008/thumbnail.jp

State of Nonprofits Annual Report: 2013

It is hard to believe, but prior to the Caster Center’s first publication in 2006, A Spotlight on San Diego’s Third Sector, nobody knew how many nonprofits were located in San Diego County, let alone anything about their major activities, capacity, or contributions to our larger economy. Since that time, the Caster Center team has been pushing the boundaries of nonprofit data collection to tell the sector’s story in a more timely, complete, and meaningful way. This report represents a new milestone in these ongoing efforts. Much has transpired since the publication of the Center’s first report, not only in the nonprofit sector, but also in the lives of the 3 million San Diegans served by these organizations. Together we have weathered the most challenging economic conditions since the Great Depression and are adapting to its myriad and lasting effects. And, although it appears that the worst is behind us, our community and its organizations are forever changed as a result. This report chronicles the economic health and well-being of San Diego’s nonprofit sector over that time and documents the current state of the sector as expressed by its leaders.https://digital.sandiego.edu/npi-stateofnp/1000/thumbnail.jp

State of Nonprofits Annual Report: 2013

It is hard to believe, but prior to the Caster Center’s first publication in 2006, A Spotlight on San Diego’s Third Sector, nobody knew how many nonprofits were located in San Diego County, let alone anything about their major activities, capacity, or contributions to our larger economy. Since that time, the Caster Center team has been pushing the boundaries of nonprofit data collection to tell the sector’s story in a more timely, complete, and meaningful way. This report represents a new milestone in these ongoing efforts. Much has transpired since the publication of the Center’s first report, not only in the nonprofit sector, but also in the lives of the 3 million San Diegans served by these organizations. Together we have weathered the most challenging economic conditions since the Great Depression and are adapting to its myriad and lasting effects. And, although it appears that the worst is behind us, our community and its organizations are forever changed as a result. This report chronicles the economic health and well-being of San Diego’s nonprofit sector over that time and documents the current state of the sector as expressed by its leaders.https://digital.sandiego.edu/npi-stateofnp/1000/thumbnail.jp

Search for dark matter produced in association with bottom or top quarks in √s = 13 TeV pp collisions with the ATLAS detector

A search for weakly interacting massive particle dark matter produced in association with bottom or top quarks is presented. Final states containing third-generation quarks and miss- ing transverse momentum are considered. The analysis uses 36.1 fb−1 of proton–proton collision data recorded by the ATLAS experiment at √s = 13 TeV in 2015 and 2016. No significant excess of events above the estimated backgrounds is observed. The results are in- terpreted in the framework of simplified models of spin-0 dark-matter mediators. For colour- neutral spin-0 mediators produced in association with top quarks and decaying into a pair of dark-matter particles, mediator masses below 50 GeV are excluded assuming a dark-matter candidate mass of 1 GeV and unitary couplings. For scalar and pseudoscalar mediators produced in association with bottom quarks, the search sets limits on the production cross- section of 300 times the predicted rate for mediators with masses between 10 and 50 GeV and assuming a dark-matter mass of 1 GeV and unitary coupling. Constraints on colour- charged scalar simplified models are also presented. Assuming a dark-matter particle mass of 35 GeV, mediator particles with mass below 1.1 TeV are excluded for couplings yielding a dark-matter relic density consistent with measurements