• Sandra Bang-Schnack
  • Camilla Ottesen
4. term, Master of Learning Processes (Continuing education) (Continuing Education Programme (Master))
Organizational Authenticity (OA) is a theory developed by the authors of this Master’s Thesis. The objective is to investigate how a group of leaders can develop a sustainable or-ganization, using the theory and methods within Organizational Authenticity and based on qualitative research. Organizational Authenticity started out as a curiosity about how leaders and managers could become authentic in their way of work. Our curiosity did not only call for leaders to be authentic but employees too. We wondered if, when an entire organization acts within their own authentic being, how would it then affect and have an influence on for instance effectivity, joy in the workplace, and the environmental factors within the organiza-tion? We made it our sole project during the last three semesters of our Masters. The object of this study is to investigate how Organizational Authenticity as a method is made useful to a group of leaders or co-researchers, in their way of supplying or facilitating a new way of perceiving themselves and developing their path to organizational sustainability via the OA-model. Empirically, the study is a process between the researchers/students of Masters in LOOP and the action co-researchers, a group of leaders. Methodically, it is an Action Reseach study, where we as authors work with abductive analysis and the research design is developed in such a way that the emergent data and material will be discovered. However due to the COVID–19 pandemic we have had to facilitate this as a Digital Action Reseach study. The theoretical horizon is eclectic – we incorporate pragmatism theories and combine with scientific theory. We are influenced by the creativity of authors such as Amabile, and Byrge & Hansen. In addition we are also influenced by the mindset developer Carol Dweck, and we seek to combine the theories in a new way of organizing work, by utilizing design thinking as a platform. Our research reveal two important findings: 1: Autopoietic loneliness, is preventing organizational development and creativity. 2: Organizational Authenticity as a method, can support a collective movement out of loneli-ness, and towards stronger communities. It is here we uncover the potentials to achieve a creative and sustainable organization.
SpecialisationLeadership and Organizational Psychology (LOOP)
Publication date18 Jan 2021
Number of pages112
ID: 398424916