Across five experiments (total N = 715), we propose that people can gain a subjective sense of power by being authentic-in other words, state authenticity breeds power. Supporting this, participants reported feeling more powerful when they visualized themselves behaving authentically versus inauthentically (Study 1), or recalled a time when they felt authentic versus inauthentic (Studies 2-4). Studies 3 and 4 revealed that authenticity (vs. inauthenticity) likely drives the authenticity-to-power effect. Finally, Study 5 showed that perceivers infer others' power and make important downstream judgments (i.e., likelihood of being an effective negotiator and leader), based on others' authenticity. Importantly, our findings could not be explained by positive affect or by preexisting power differences, and held across diverse situations (e.g., those absent of social pressure). Implications for state authenticity as a strategic means to attain power and for understanding its dynamic nature and effects are discussed.
Keywords: authenticity; experimental research; power emergence; social power.