Impact of behavioral integrity on follower job performance: A three-study examination

By Michael E. Palanski, Francis J. Yammarino. 2011

156 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2246ab6375eb668d7a2b33d02496ff3b975d25ce

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In Demography

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

How transformational leadership works during team interactions: A behavioral process analysis (2015, result): “Our finding that transformational leaders can elicit solution behavior in followers, via communicating about solutions themselves, aligns with research showing that leaders with behavioral integrity can enhance followers' performance (Palanski & Yammarino, 2011).”
Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance (2011, background): “…behavioral integrity has been demonstrated to drive follower performance and organizational citizenship behaviors through perceived trust in and satisfaction with the leader, and follower affective organizational commitment (Dineen et al. 2006; Palanski and Yammarino 2011; Simons et al. 2007).”
At What Level (and in Whom) We Trust (2012, background): “…that trust in leaders increased both in-role performance and organizational citizenship behaviors (OCBs; Colquitt et al., 2007; Huang et al., 2010; Palanski & Yammarino, 2011; Yang & Mossholder, 2010 ), others found that trust in leaders increased OCB but not in-role performance (Mayer & Gavin,…”
Leader-Member Exchange (LMX) Ambivalence and Task Performance: The Cross-Domain Buffering Role of Social Support (2019, background): “…of student project teams and computer-based simulations to examine propositions related to leadership and other organizational processes has become increasingly common in organizational research (e.g., Mathieu & Rapp, 2009; Nahrgang et al., 2009; Palanski & Yammarino, 2011; Yeow & Martin, 2013).”
Integrity, ethical leadership, trust and work engagement (2017, background): “Integrity, which refers to adherence to moral principles, captures the essence of ethical values and therefore can be seen as an important driver of ethical leadership (Palanski and Yammarino, 2011; Van Aswegen and Engelbrecht, 2009).”
From inconsistency to hypocrisy: When does “saying one thing but doing another” invite condemnation? (2018, background): “When employees perceive a manager as constantly saying and doing different things, they express weaker commitment to the organization, are absent more frequently, turn o hypocrisy: When does “saying one thing but doing another” invite i.org/10.1016/j.riob.2018.10.003 over at higher rates, are less l”
How Leader Alignment of Words and Deeds Affects Followers: A Meta-analysis of Behavioral Integrity Research (2015, background): “focus on consistency between words and actions (Palanski and Yammarino 2011).”