Congruent and Incongruent Selves
Exploring the Structure of Authenticity
DOI:
https://doi.org/10.67945/jfa.v8i.133Keywords:
authenticity, leadership ethics, Hartman Value Profile, self-appraisalAbstract
Effective leadership requires authentic leaders, those with psychological integrity between their private and professional identities. Individuals experience a congruent self when their social and public lives parallel their internal experience. As a researchable construct, congruency has rarely been considered outside of therapy or psychoanalysis. This study uses a modified Hartman Value Profile (HVP) for its predictive ability to analyze an individual’s external value judgment (HVP1) and self-appraisal (HVP2). While the HVP has been used extensively to gauge an individual’s potential and actual value judgments, there is a lack of literature investigating the congruency of individuals by assessing the difference between the HVP1 and HVP2 within the same individual. This paper intersects the constructs of leadership ethics, authenticity, and Hartman’s personality theory to investigate the state of congruent selves within 59 individuals seeking personal and professional development.References
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