Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance

By H. Leroy, Michael E. Palanski, T. Simons. Journal of Business Ethics, 2011

557 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/bf4dd03579033ef5f4d02711e810357a3f48dc63

How researchers see this paper

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

In Demography

1. O. Epitropaki
2. Fang Liu
3. Xiaoyi Wu
4. Qian Ling
5. Sigalit Tsemach
6. Neuza Ribeiro
7. Joanne Lyubovnikova
8. Orly Shapira–Lishchinsky

In Information Systems and Management

1. Neuza Ribeiro
2. Orly Shapira–Lishchinsky
3. İlhami Yücel
4. R. Lord
5. David Bauman
6. O. Epitropaki
7. R. Kark
8. A. Legood

In Organizational Behavior and Human Resource Management

1. R. Kark
2. O. Epitropaki
3. C. Mainemelis
4. R. Lord
5. A. Legood
6. Neuza Ribeiro
7. Fang Liu
8. Ana Patrícia Duarte

Citations in the corpus

• How Authentic Leadership Influences Team Performance: The Mediating Role of Team Reflexivity (2017, background): “Studies have also examined mediating mechanisms such as follower empowerment, identification with supervisor (Leroy et al., 2012) and personal 7   identification (Wong, Spence Laschinger, & Cummings, 2010).”
• Leadership and followership identity processes: A multilevel review ☆ (2017, methodology): “As mentioned in the introduction, in our review we adopt a multilevel view (Brewer & Gardner, 1996; Brickson, 2000; Lord et al., 1999; Dionne et al., 2012, 2014; Yammarino et al., 2005) and map existing literature on three Levels-of-Analysis of leader (and follower) identity work (intrapersonal, int”
• Psychological Empowerment as a Mediator Between Teachers’ Perceptions of Authentic Leadership and Their Withdrawal and Citizenship Behaviors (2014, background): “Many authentic leaders reported that overcoming difficult experiences and solving conflicts gives meaning to their leadership and brings long-term results (George et al., 2007; Leroy et al., 2011).”
• Leadership and the three faces of integrity (2013, background): “Personal leadership integrity research can be informed and build on research in behavioral integrity (Leroy et al., 2012; Simons, 2002, 2008).”