Association for Academic Surgery (AAS)

Inspiring and Developing Young Academic Surgeons

In Pursuit of Professional Authenticity

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As we’ve trudged out of the shadows of the COVID-19 pandemic and persisted in daily life, burnout has been at the forefront of many conversations in healthcare settings. If we are honest, the surgical community has likely been battling burnout long before COVID with its taxing training paradigm and work schedule that is constantly searching for balance.  Residencies and organizations at large have made concerted efforts to address burnout through wellness initiatives and educations on ways to combat burnout. The Harvard Business Review lists 6 causes of burnout (1) : Workload, Perceived lack of control, Reward, Community,  Fairness, and Values mismatch.

We (surgical community) have addressed many of these, at least in part, with duty hour regulations, graduated autonomy, frequent, meaningful feedback and acknowledgement of inequities and disparities within the system. The concept of values mismatch, however, is more interesting as it invokes thoughts of personal authenticity and its role in the workplace. Authenticity results from the congruence between the person and the specific environment in which she/he operates (2) A career in medicine is full of transition that can be inundated with new experiences, new locations, new institutions, and new people. The pressure to make and maintain a great impression on an interview, during  residency, your first attending job, or a new role in a new institution can be daunting. Do we show up as our authentic selves, and will that be deemed as acceptable? Do we choose not to? Do we worry that we can’t be our authentic selves with the fear of external judgment and accusation of “poor fit”? If so, how does that impact our work? How can we express our genuine selves without crossing boundaries or risking our careers, particularly in a traditionally hierarchical system like surgery?

Scholars Van den Bosch and Taris (2-3) developed a work-specific measure of authenticity, consisting of three dimensions: self-alienation, authentic living, and accepting external influence. Self-alienation refers to employees who feel out of touch with their core self at work. Authentic living refers to the degree to which employees remain true to themselves at work and act in accordance with their personal beliefs and values. Accepting external influence refers to the degree to which a person accepts internal influence and believes that they meet the expectations of others. A situation that is authentic should consist of low levels of self-alienation and accepting external influence and a high left of authentic living. Why do we care? Authenticity at work has been shown to increase motivation, engagement, and job satisfaction (2,4-5) and can be viewed as a personal resource (6). Additionally, those of us who show up authentically spend less time and emotional energy disguising ourselves, keeping silent, or surface acting. Those additional resources can then be used toward work productivity and achievement of personal goals (7-8).

The body of literature on professional authenticity posits many frameworks for both internal and perceived authenticity and its impact on our work product. And while it seems universally accepted that authenticity is a good thing for professional outcomes, the privilege in carefree authenticity cannot be overlooked. People whose authentic selves conform to contextual standards and are part of the dominant and most socially valued group in a particular situation have greater latitude to express themselves authentically without reproach. As a black woman whose natural hair and love for hoop earrings may be deemed unprofessional regardless of exemplary performance, authenticity can be expensive, and conformity feels safe. However, there are ways to cultivate authenticity personally and to promote authenticity at an organizational level. Personally, his is achieved by being self-aware (understanding your values, setting healthy boundaries) , developing emotional intelligence ( understand and manage your emotions, empathy), and focusing on clear communication (be clear, prioritize listening) (9). It is also important to realize that authenticity isn’t about constantly baring your soul.  Authenticity involves identifying what’s important to you and deciphering how much of that you can integrate into your work. (10). Building community at work  is another way organizations can foster a culture of authenticity This can be done by having leaders who model authenticity, by creating a culture of psychological safety where people feel safe to express themselves, and by valuing diverse experiences. As we strive to be our authentic selves, we must welcome the authenticity of others.

References

  1. Elizabeth Grace Saunders. 6 Causes of Burnout, and How to Avoid Them. . Harvard Business Review. July 5, 2019.
  2. Van den Bosch, R., & Taris, T. W. (2014a). The authentic worker’s well-being and performance: The relationship between authenticity at work, well-being, and work outcomes. The Journal of Psychology,148(6), 659–681. https://doi.org/10.1080/00223980.2013.820684
  3. Wood, A. M., Linley, P. A., Maltby, J., Baliousis, M., & Joseph, S. (2008). The authentic personality: A theoretical and empirical conceptualization and the development of the Authenticity Scale. Journal of Counseling Psychology, 55(3), 385–399. https://doi.org/10.1037/0022-0167.55.3.385
  4. Well being: Ariza-Monte, A., Leal-Rodríguez, A. L., Ramírez-Sobrino, J., & Molina-Sánchez, H. (2019). Safeguarding health at the workplace: A study of work engagement, authenticity and subjective wellbeing among religious workers. International Journal of Environmental Research and Public Health, 16(17), 3016. https://doi.org/10.3390/ijerph16173016
  5. Job satisfaction: Biermeier-Hanson, B., Wynne, K. T., Thrasher, G., & Lyons, J. B. (2020). Modeling the joint effect of leader and follower authenticity on work and non-work outcomes. The Journal of Psychology, 155(2), 140–164. https://doi.org/10.1080/00223980.2020.1857673
  6. Hobfoll, S. E. (2002). Social and psychological resources and adaptation. Review of General Psychology, 6(4), 307–324. https://doi.org/10.1037/1089-2680.6.4.307
  7. Grandey, A. A. (2000). Emotion regulation in the workplace: A new way to conceptualize emotional labor. Journal of Occupational Health Psychology, 5(1), 95–110. https://doi.org/10.1037//1076-8998.5.1.95
  8. Maunz, L.A., Glaser, J. Does Being Authentic Promote Self-actualization at Work? Examining the Links Between Work-Related Resources, Authenticity at Work, and Occupational Self-actualization. J Bus Psychol 38, 347–367 (2023). https://doi.org/10.1007/s10869-022-09815-1
  9. Authenticity at Work: How to Be True to Yourself Without Losing Respect – My Blessing Life December 2, 2024. Accessed January 2025.
  10. Patricia Faison Hewlin. How to Be More Authentic at Work August, 3 2020. Accessed January 2025.
Adrienne Nicole Cobb, MD

Adrienne Nicole Cobb, MD

Dr. Adrienne Cobb is a native of Indianapolis and graduated from Lawrence North High School. She then went on to complete her undergraduate studies at DePauw University majoring in Biochemistry and Spanish. She had long set her sights on a career in medicine and matriculated to Indiana University School of Medicine. She completed a residency in General Surgery at Loyola University Medical Center in Chicago, IL with two years of dedicated research time. Her research focus included surgical outcomes with an emphasis on big data and predictive analytics. During residency she developed a passion for breast cancer care. She completed her Breast Surgical Oncology Fellowship at MD Anderson Cancer Center in Houston, TX. In fall of 2022 Dr. Cobb joined the faculty at the Medical College of Wisconsin in the Department of Surgery – Division of Surgical Oncology. Her clinical practice focuses on breast cancer, benign breast diseases, and patients who are at increased risk for developing breast cancer. Dr. Cobb’s research interest is divided among surgical outcomes, breast cancer disparities and healthy equity.
Adrienne Nicole Cobb, MD

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About Adrienne Nicole Cobb, MD

Dr. Adrienne Cobb is a native of Indianapolis and graduated from Lawrence North High School. She then went on to complete her undergraduate studies at DePauw University majoring in Biochemistry and Spanish. She had long set her sights on a career in medicine and matriculated to Indiana University School of Medicine. She completed a residency in General Surgery at Loyola University Medical Center in Chicago, IL with two years of dedicated research time. Her research focus included surgical outcomes with an emphasis on big data and predictive analytics. During residency she developed a passion for breast cancer care. She completed her Breast Surgical Oncology Fellowship at MD Anderson Cancer Center in Houston, TX.
In fall of 2022 Dr. Cobb joined the faculty at the Medical College of Wisconsin in the Department of Surgery – Division of Surgical Oncology. Her clinical practice focuses on breast cancer, benign breast diseases, and patients who are at increased risk for developing breast cancer. Dr. Cobb’s research interest is divided among surgical outcomes, breast cancer disparities and healthy equity.