| dc.description.abstract | It is often assumed that authentic workers perform better than others. In this study this reasoning is examined in a study among clients of coaches/trainers. We assumed that trainers/coaches who are being perceived as authentic by their clients, will be more effective (in terms of improving their client's performance) than others. Further, we examine three possible mediators of the presumed relation between
trainer/coach authenticity and client performance: trust, capability and customer satisfaction. Of these, authenticity and trust showed a significant positive effect on job performance, but the proposed mediation effect was not supported. Inferring trust and Authenticity both have additional effects on performance, independent of coach/trainer authenticity. We conclude that authenticity seems to have a positive effect on job performance. The reason for this effect is still unclear, and should be subjected to further research. | |
