Integrity and Leadership:: Clearing the Conceptual Confusion

By Michael E. Palanski, Francis J. Yammarino. 2007

353 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/8b1e863c42fba330aa39f70fb2e3d97ef9a3b0a3

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Citations in the corpus

Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms (2011, background): “Parallel to the argument set forth by Palanski and Yammarino (2007) that a gross lack of fairness may override any positive effects of integrity, one could argue—and empirically test the proposition—that a violation of moral values may override any positive effects of relational transparency or…”
Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure (2011, neutral): “Integrity behaviors are described as word-deed alignment or the extent to which what one says is in line with what one does (e.g., Dineen, Lewicki, & Tomlinson, 2006; Palanski & Yammarino, 2007, 2009).”
When Leaders Fail to “Walk the Talk” (2015, background): “A number of scholars have noted the similarities between these two constructs and leader hypocrisy/integrity (Palanski & Yammarino, 2007; Simons, 2002; Simons et al., 2007).1 In their validation of a supervisor behavioral integrity scale, Simons et al. (2007) concluded that supervisor behavioral…”
Relationships Among Employee Perception of Their Manager’s Behavioral Integrity, Moral Distress, and Employee Attitudes and Well-Being (2013, background): “There are various definitions and meanings given to the term BI in the literature (Palanski and Yammarino 2007).”
Integrity and leadership: A multi-level conceptual framework (2009, background): “Palanski & Yammarino (2007) provide a comprehensive review of the integrity and leadership literature and suggest an operational definition.”
Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good (2016, background): “Virtuous Leadership: Concept, Theory and Distinctions Along with a resurgence of virtue ethics as a framework for business ethics (Crossan et al., 2013; Flynn, 2008; Palanski and Yammarino, 2007), there has been increasing research interest in”
Leadership and the three faces of integrity (2013, background): “They group the most common usages of integrity under five headings: wholeness, consistency of words and actions, consistency in adversity, being true to oneself, and ethical behavior (Palanski & Yammarino, 2007).”
From inconsistency to hypocrisy: When does “saying one thing but doing another” invite condemnation? (2018, background): “Also, despite some colloquial and scholarly understandings of the term integrity as central to ethics (Becker, 1998; Mayer et al., 1995; see Palanski & Yammarino, 2007), behavioral integrity – like worddeed misalignment – is neither inherently moral or immoral (Simons, 2002).”
Integrity, ethical leadership, trust and work engagement (2017, methodology): “It is clear from Figure 1 that integrity would be a significant driving force for a person to engage in ethical leadership in an attempt to influence followers (Brown et al., 2005; Kalshoven et al., 2011; Mayer et al., 2012; Palanski and Yammarino, 2007).”