According to a recent study conducted by Maryam Kouchaki of Northwestern’s Kellogg School of Management, acting inauthentically can spark unforeseen psychological consequences. When asked to describe an instance of faking an emotion, participants displayed feelings of uncleanliness and sought the need for moral compensation. In other words, faking it until you make it actually just leads us further away from the end goal. In a business setting, roles that push employees to act inauthentically may be damaging their satisfaction and wellbeing. Visit Quartz to read more on Kouchaki’s study.