RT Article
T1 Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance
JF Journal of business ethics
VO 107
IS 3
SP 255
OP 264
A1 Leroy, Hannes
A1 Palanski, Michael E.
A1 Simons, Tony
A2 Palanski, Michael E.
A2 Simons, Tony
LA English
YR 2012
UL https://ixtheo.de/Record/1785644742
AB The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance. Analysis of a survey of 49 teams in the service industry supports the proposition that authentic leadership is related to follower affective organizational commitment, fully mediated through leader behavioral integrity. Next, we found that authentic leadership and leader behavioral integrity are related to follower work role performance, fully mediated through follower affective organizational commitment. These relationships hold when controlling for ethical organizational culture.
K1 Work role performance
K1 Ethical organizational culture
K1 Behavioral integrity
K1 Authentic leadership
K1 Affective organizational commitment
DO 10.1007/s10551-011-1036-1