Team Virtues and Performance: An Examination of Transparency, Behavioral Integrity, and Trust

By Michael E. Palanski, Surinder Singh Kahai, Francis J. Yammarino. 2011

227 citations recorded by the source corpus.

Subfields: General Health Professions, Philosophy

View Paper: https://www.semanticscholar.org/paper/e4df217a1f40f5ad0e47bf349e3939e71339ec83

How researchers see this paper

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In General Health Professions

1. Arménio Rego
2. Miguel Pina e Cunha

Citations in the corpus

• Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance (2011, background): “In the last decade or so, these ideas have been examined within the context of business ethics (Driscoll and McKee 2007; Jackson 2005; Liedtka 2007; Verbos et al. 2007), particularly within the study of leader integrity (Palanski and Yammarino 2007; Palanski et al. 2011).”
• From inconsistency to hypocrisy: When does “saying one thing but doing another” invite condemnation? (2018, background): “Interpersonal reactions are also germane to understanding the consequences of misalignment enacted by teams and organizations, because people treat these collectives like individuals (e.g., Palanski et al., 2011).”
• Are authentic leaders associated with more virtuous, committed and potent teams? ☆ ☆☆ (2013, background): “To our knowledge, very few studies have investigated virtuousness at the team level (e.g., Palanski et al., 2011).”