New Pub­lic­a­tion: 'The Pos­sib­il­ity of Au­then­ti­city Un­der Hier­archy: A Study of Pub­lic Middle Man­agers'

Drawing on interviews with 37 public middle managers, the paper examines their experiences of psychological safety and critically explores the extent to which authenticity is possible in managerial roles shaped by hierarchical power relations. In particular, the study questions whether prevailing organizational ideals of authentic leadership can be reconciled with the structural constraints and power dynamics inherent in hierarchical organizations.