Perceived Integrity of Transformational Leaders in Organisational Settings

By K. Parry, S. Proctor-Thomson. 2002

358 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c68e0f29dc62124be4d50d3c04508fccb5f13f0c

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The ‘dark side’ of leadership personality and transformational leadership: An exploratory study (2008, background): “Indeed, research into transformational leadership has suggested that it is positively related to emotional intelligence (e.g., Gardner & Stough, 2002) and integrity (Parry & Proctor-Thomson, 2002) – characteristics not typically associated with narcissistic or psychopathic personalities!”
Components of CEO Transformational Leadership and Corporate Social Responsibility (2006, neutral): “We strongly encourage research that more directly assesses the moral and ethical qualities of leaders (Craig and Gustafson, 1998; Parry and Proctor-Thomson, 2002).”
Integrity (2013, background): “Parry and Proctor-Thomson (2002) used a national sample of 1,354 managers to investigate the relationship between perceived leader integrity and transformational leadership and found a moderate to strong positive relationship between perceived leader integrity and transformational leadership…”
Elevation at work: The effects of leaders’ moral excellence (2010, neutral): “For instance, it has been shown to be related to the perception of leader’s moral integrity (Parry & Proctor-Thomson, 2002) and to leader’s moral reasoning (Turner, Barling, Epitropaki, Butcher, & Milner, 2002).”
Paternalistic Leadership and Subordinate Responses: Establishing a Leadership Model in Chinese Organizations (2007, background): “Some researchers (Parry & Proctor-Thomson, 2002) have recently started to explore the display of integrity by transformational leaders, which is similar to moral leadership.”
Ethical leadership: A review and future directions (2006, background): “Further, transformational leadership has been found to be positively related to perceived leader integrity (Parry & Proctor-Thomson, 2002; Tracey & Hinkin, 1994).”
Leadership and the three faces of integrity (2013, neutral): “Parry and Proctor-Thomson (2002) use a revised version of the PLIS to evaluate the connection between moral integrity and transformational leadership.”
Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes (2019, background): “Parry and Proctor-Thomson [119] argued that transformational leaders respect, admire, are responsible to others, and also evaluate their followers’ performance, which creates a feeling of empowerment.”
Leaders’ Personal Wisdom and Leader–Member Exchange Quality: The Role of Individualized Consideration (2014, background): “This is supported by empirical research showing positive relationships between moral reasoning and ethical integrity on the one hand and transformational leadership on the other (Parry and Proctor-Thomson 2002; Turner et al. 2002).”
The Challenges of Algorithm-Based HR Decision-Making for Personal Integrity (2019, background): “Yet, despite the fact that integrity has been discussed in management literature for at least five decades, a shared understanding has not yet been established (Palanski and Yammarino 2009; Parry and Proctor-Thomson 2002).”
Leader empathy, ethical leadership, and relations‐oriented behaviors as antecedents of leader‐member exchange quality (2010, background): “In a Antecedents of LMX 565 study of managers in New Zealand, Parry and Proctor-Thompson (2002) found that scores on the Perceived Leader Integrity Scale (PLIS) correlated significantly with individualized consideration rated by bosses.”