The Impact of Perceived Leader Integrity on Subordinates in a Work Team Environment

By D. White, Emily R. Lean. 2008

99 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/196e2a667517ee35fe8b2affcb2d70c8941aaecc

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Information Systems and Management

1. Mary B. Mawritz
2. Rebecca L. Greenbaum
3. Mirlenda Noelliste
4. Jana L. Craft
5. Lauren N. Harkrider
6. Chase E. Thiel
7. Zhanna Bagdasarov
8. Michael D. Mumford

In Organizational Behavior and Human Resource Management

1. Mary B. Mawritz
2. Rebecca L. Greenbaum
3. Chase E. Thiel
4. Mirlenda Noelliste
5. Jana L. Craft
6. Michael D. Mumford
7. Ronald F. Piccolo
8. Fred Walumbwa

Citations in the corpus

• A Review of the Empirical Ethical Decision-Making Literature: 2004–2011 (2013, background): “White and Lean 2008 JBE Team As perceptions of team leader integrity increased, team members’ intentions to engage in unethical activity adversely affected other team members and the team as a whole.”
• Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking (2012, background): “Moreover, perceived leader ethicality influences ethical behavior at lower levels of the organization (White and Lean 2008).”
• When Leaders Fail to “Walk the Talk” (2015, methodology): “In line with a number of recent behavioral integrity and workplace deviance publications (e.g., Akremi, Vandenberghe, & Camerman, 2010; Mitchell & Ambrose, 2007; White & Lean, 2008), we used Harman’s One-Factor Test to address the issue of same source bias.”
• Integrity (2013, background): “White and Lean (2008), from a survey of 245 MBA students, reported a positive correlation between leader personal integrity and team member ethical intentions.”