Workplace inauthenticity increases organizational cynicism: Multimethod and multicultural evidence.

= 2,844) testing these novel predictions. Using an experimental-causal-chain design, Studies 1a and 2 found that experimentally manipulated workplace inauthenticity predicted perceived value incongruence, and experimentally manipulated value incongruence predicted organizational cynicism. Using a cross-lagged design and a multicultural sample, Study 1b triangulated Study 1a in the field. Using a time-lagged design and ecologically valid or behavioral measures of organizational cynicism, controlling for trait cynicism and trait negative affectivity, and bolstered by non-U.S. or preregistered pilot studies reported in the Supplemental File, Study 3 found support for our predictions in the field. Experimentally or statistically excluding negative affect as a confound or an alternative mechanism, and bolstered by pilot studies reported in the Supplemental File, Studies 4a and 4b examined indirect effects of manipulated workplace inauthenticity on organizational cynicism via perceived value incongruence. We conclude that individuals agentically cope with workplace inauthenticity through morally delegitimizing expressions and subversive behaviors toward employing organizations. (PsycInfo Database Record (c) 2026 APA, all rights reserved).