Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance

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 drivi...

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Detalles Bibliográficos
Autores principales: Leroy, Hannes (Autor) ; Palanski, Michael E. (Autor) ; Simons, Tony (Autor)
Tipo de documento: Electrónico Artículo
Lenguaje:Inglés
Verificar disponibilidad: HBZ Gateway
Interlibrary Loan:Interlibrary Loan for the Fachinformationsdienste (Specialized Information Services in Germany)
Publicado: 2012
En: Journal of business ethics
Año: 2012, Volumen: 107, Número: 3, Páginas: 255-264
Otras palabras clave:B Behavioral integrity
B Ethical organizational culture
B Authentic leadership
B Affective organizational commitment
B Work role performance
Acceso en línea: Volltext (JSTOR)
Volltext (lizenzpflichtig)
Descripción
Sumario: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.
ISSN:1573-0697
Obras secundarias:Enthalten in: Journal of business ethics
Persistent identifiers:DOI: 10.1007/s10551-011-1036-1