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

被引：273

作者：

Leroy, Hannes ^{[1
]}

Palanski, Michael E. ^{[2
]}

Simons, Tony ^{[3
]}

机构：

[1] Katholieke Univ Leuven, Res Ctr Org Studies, B-3000 Louvain, Belgium

[2] Rochester Inst Technol, Rochester, NY 14623 USA

[3] Cornell Univ, Ithaca, NY USA

来源：

JOURNAL OF BUSINESS ETHICS | 2012年 / 107卷 / 03期

关键词：

Affective organizational commitment; Authentic leadership; Behavioral integrity; Ethical organizational culture; Work role performance; NORMATIVE COMMITMENT; POLITICAL SKILL; CONCEPTUALIZATION; ORGANIZATION; CONTINUANCE; ANTECEDENTS; VALIDATION; VALUES; IMPACT;

D O I：

10.1007/s10551-011-1036-1

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance. Analysis of a survey of 49 teams in the service industry supports the proposition that authentic leadership is related to follower affective organizational commitment, fully mediated through leader behavioral integrity. Next, we found that authentic leadership and leader behavioral integrity are related to follower work role performance, fully mediated through follower affective organizational commitment. These relationships hold when controlling for ethical organizational culture.

引用

页码：255 / 264

页数：10

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