Integrity and leadership: A multi-level conceptual framework

By Michael E. Palanski, Francis J. Yammarino. 2009

301 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b4330ee14c753ace54ccf67971b1c92ee88e8c92

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Warning for excessive positivity: Authentic leadership and other traps in leadership studies (2019, background): “Effective leadership is for example married with integrity – as Palanski and Yammarino (2009) write, this marriage is almost an axiom in leadership studies.”
Leader corruption depends on power and testosterone (2015, background): “In other words, the high-power were more likely to demonstrate a lack of integrity (Palanski & Yammarino, 2009), which we could directly trace to the power treatment.”
Behavioral Integrity: How Leader Referents and Trust Matter to Workplace Outcomes (2012, background): “Theoretical Implications Researchers have indicated that integrity is an essential leadership quality and is related to leader effectiveness (Palanski and Yammarino 2009; Parry and ProctorThomson 2002; Stefano and Wasylyshyn 2005).”
When Leadership Goes Unnoticed: The Moderating Role of Follower Self-Esteem on the Relationship Between Ethical Leadership and Follower Behavior (2011, background): “Saks and Ashforth (2000) noted, ‘‘One of the most important findings related to understanding work behavior is that individuals react differently to similar circumstances, and that to understand and predict behavior in organizational settings one needs to consider both person and situational factors”
Love of Money and Unethical Behavior Intention: Does an Authentic Supervisor’s Personal Integrity and Character (ASPIRE) Make a Difference? (2012, background): “, job satisfaction, in general (Iaffaldano and Muchinsky 1985), satisfaction with my supervisor, in particular (Scarpello and Vandenberg 1987), behavior integrity (Palanski and Yammarino 2009), ethical leadership (Brown et al.”
The Challenges of Algorithm-Based HR Decision-Making for Personal Integrity (2019, methodology): “In this paper, we analyze how algorithm-based HR decision-making (i.e., algorithms designed to support and govern HR decisions), may influence employees’ personal integrity, defined as a person’s consistency between convic-tions, words, and actions (Palanski and Yammarino 2009).”
Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good (2016, methodology): “, 2012; Thun and Kelloway, 2011) as part of a framework used to understand business ethics (Crossan et al., 2013; Flynn, 2008; Palanski and Yammarino, 2009).”
Leadership and the three faces of integrity (2013, background): “One problem those who desire to discuss leadership and integrity confront is the lack of agreement on a definition of integrity (Palanski & Yammarino, 2009).”