The Effects of the Perceived Behavioral Integrity of Managers on Employee Attitudes: A Meta-analysis

By A. L. Davis, H. Rothstein. 2006

271 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4aa95387c6bca2f0eb056e92d2ea7830a4cf5340

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

When Leaders Fail to “Walk the Talk” (2015, background): “…word–deed (mis)alignment is sparse (Cha & Edmondson, 2006; Simons et al., 2007), a considerable amount of research has examined integrity using alternative conceptualizations and operationalizations (for reviews, see A. L. Davis & Rothstein, 2006; Palanski & Yammarino, 2007; and Simons, 2002).”
Corporate Ethical Values, Group Creativity, Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response (2011, background): “For instance, Deshpande et al. (2006) using a sample of healthcare professionals determined that both ethics instruction and the ethics exhibited by coworkers resulted in increased individual ethical conduct.”
The Aftermath of Organizational Corruption: Employee Attributions and Emotional Reactions (2008, background): “Research has shown that leaders who model ethical behavior are the primary influence on employees intent to behave ethically (Sims and Brinkman, 2002; Davis and Rothstein, 2006).”
Negative reciprocity and the association between perceived organizational ethical values and organizational deviance (2010, background): “Predictable, positive behavior by managers reinforces employees’ trust and fosters positive employee attitudes and behaviors, such as job satisfaction and organizational citizenship behavior (Davis and Rothstein, 2006).”
Integrity (2013, background): “…of integrity has been nascent in the Management and HRD literature for the past decade, increased attention has been given to its underpinnings in recent years due to an increasing number of corporate ethical scandals around the world (Davis & Rothstein, 2006; Mahdavi, 2009; Okpara & Wynn, 2008).”
Behavioral Integrity: How Leader Referents and Trust Matter to Workplace Outcomes (2012, background): “From obtaining positive workplace outcomes (Craig and Gustafson 1998; Davis and Rothstein 2006; Leroy et al., in press; Palanski and Yammarino 2009; Zhu et al. 2004) to preventing ethical meltdowns (Sims and Brinkman 2003), leader integrity holds the key to organizational effectiveness and growth.”
Servant Leadership: A Review and Synthesis (2011, background): “…relationship between servant leadership and job attitudes was also confirmed in a meta-analysis on leadership behavioral integrity—a concept related to servant leadership with its focus on a leader’s commitment to values and principles and aligning words and deeds (Davis & Rothstein, 2006).”
Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate (2010, background): “In an effort to reduce the amount of unethical behavior in organizations, scholars are increasingly interested in the role of leadership (Brown and Treviño, 2006; Davis and Rothstein, 2006; Grojean et al., 2004; Simons et al., 2007; Walumbwa et al., 2008).”
Ethical leadership and knowledge hiding: an intervening and interactional analysis (2020, background): “According to Davis and Rothstein (2006), immediate supervisors’ role for employees’ outcomes is also imperative, as they usually reward and discipline their workrelated practices and outcomes.”
How transformational leadership works during team interactions: A behavioral process analysis (2015, background): “In other words, a leader's behavior should correspond to his or her professed leadership style (e.g., Davis & Rothstein, 2006; Dineen, Lewicki, & Tomlinson, 2006).”
Ethical Leadership and Team Ethical Voice and Citizenship Behavior in the Military: The Roles of Team Moral Efficacy and Ethical Climate (2020, background): “This lack of attention may be an unfortunate oversight, because supervisors and managers often have greater influence than top executives on employees’ attitudes and behaviors due to their physical proximity with subordinates (Davis & Rothstein, 2006).”
Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective (2012, background): “With regard specifically to ethical leadership, Mayer et al. (2009) and others (see Davis and Rothstein 2006) have suggested that although employees are influenced by both organization level and supervisory level leaders, organizational leader influence is primarily felt by employees by way of…”
How low does ethical leadership flow? Test of a trickle-down model (2009, background): “…and provided empirical evidence suggesting that leaders play a prominent role in influencing employees’ propensity to behave in a counterproductive or helpful manner (Brown & Treviño, 2006a; Davis & Rothstein, 2006; Dickson, Smith, Grojean, & Ehrhart, 2001; Grojean, Resick, Dickson, & Smith, 2004).”