Search results

The purpose of this paper is to understand the impact that perceptions of integrity have on perceptions of leadership effectiveness in the context of leadership behaviors.

The paper used multi‐source feedback from top‐level public service managers, their direct reports, peers, and bosses to examine two aspects of the relationship between integrity and leadership. The paper used exploratory factor analysis to investigate what qualities different stakeholders – self, direct reports, peers, and bosses – associate with integrity. The paper then used the resulting integrity factor in a hierarchical regression analysis to examine if perceived integrity had a greater impact on perceived leadership effectiveness than leadership behaviors.

The paper shows an association between honesty and integrity for all stakeholder groups. Integrity has an impact above that of leadership behaviors on perceived effectiveness for managers and their peers but not for their direct reports and bosses. For bosses and direct reports, there is a significant relationship between being flexible and perceived effectiveness. Goal orientation is the leadership role that bosses most strongly associate with perceived effectiveness.

The interpretation of integrity is left up to the respondents; the paper does not gather a more in‐depth understanding of what principles guide the respondents; the paper uses same‐source data to examine the associations among values, leadership roles, and effectiveness; and this research only provides a one‐time glimpse of how colleagues perceive their leaders' integrity and their personal effectiveness but does not link these to long‐term organizational effectiveness.

This research shows that what matters to bosses is that managers obtain results. Integrity adds to perceptions of effectiveness for managers themselves and their peers. For bosses and direct reports, flexibility is more important.

This paper articulates the perception of integrity in an organization, tests the axiom that integrity is an essential component of effective leadership, and provides empirical evidence on the role that perceptions of integrity has on the perceptions of leader effectiveness. Integrity may not be as strong as has been suggested.

This study aims to investigate the effect of leadership integrity on employees’ success. In this regard, the mediating role of ethical leadership and the moderating role of psychological capital and psychological empowerment were considered as well.

This study is an applied research and a descriptive-correlation survey that used quantitative data. Data were collected from 302 employees of a large factory in Iran who was selected randomly. The research questionnaire consisted of 54 statements and was distributed among the sample. Data was analyzed through confirmatory factor analysis and structural equation modeling.

The findings of this study show that leader integrity and ethical leadership have a positive effect on employees’ success and psychological capital and psychological empowerment moderate these effects. Moreover, leader integrity has an indirect effect on employees` success through employees’ perception of ethical leadership.

This study mainly contributes by explaining two sets of variables related to leaders’ behavior and employees’ cognitive competence which are complementary in improving employees’ potential success. The results highlight that leaders’ behavioral integrity can amplify ethical leadership which can ultimately leads to employees’ success if they have a high psychological empowerment and psychological capital.

The purpose of this paper is to explore the connection between three aspects of leadership – role modeling, strictness, and openness – and nine types of integrity violations within the Dutch police force.

In this paper data were collected by means of a questionnaire from five regional police organizations in The Netherlands (2,130 questionnaires to regular police officers, response rate 51 percent). Respondents were requested to describe their direct supervisor's leadership qualities and the frequency of integrity violations in their unit. Multivariate analysis techniques were employed to test the relation between the three leadership styles and the nine types of integrity violations.

The paper finds that role modeling, strictness, and openness of leaders influence the behavior of police officers, but the impact of the variables on the different types of integrity violations varies. Role modeling is especially significant in limiting unethical conduct in the context of interpersonal relationships. Employees appear to copy the leader's integrity standards in their daily interaction with one another. Strictness is important as well, but appears to be particularly effective in controlling fraud, corruption and the misuse of resources. The impact of openness is less evident.

The study in this paper has taken the field of leadership and ethics a step forward by relating different aspects of leadership with different types of violations. The results are significant for further development of theories on ethics and leadership. Future research should combine different sources and methods in order to further test the findings.

The results in this paper have implications for integrity policies and leadership training. A multifaceted leadership strategy will be most effective in safeguarding and improving the integrity of (police) organizations.

The paper shows that leadership is the most frequently cited organizational factor in discussions about the safeguarding of ethics and integrity. However, empirical data are lacking regarding the extent to which different aspects of leadership individually contribute to different kinds of integrity violations.

The purpose of this paper is to investigate the extent to which perceived leadership integrity influences changes in organisational commitment. The premise of the study is the argument that non-financial rewards alleviate the challenges associated with low levels of commitment in economies that are riddled with incessant situations of economic scarcity.

An explanatory study approach was adopted to investigate the envisaged linkage between the study variables from a socio-psychological perspective.

The results of the study establish that perceived leadership integrity significantly influences variations in commitment among organisational employees.

The study results provide a reason for firms to invest more resources towards promoting honesty among organisational leaders. The findings of the study support the idea that perceived integrity of an organisation's leadership generates a sustainable win–win position not only between the organisation and employees, but also among the leaders and subordinates.

Organisations must regularly consider the drivers of organisational commitment and pay sufficient attention to non-financial drivers. As advanced by this study, a very important yet economical way of effecting such a strategy is through instituting measures that sustainably create a perception among employees that organisational leaders execute their duties with the utmost integrity.

This article has both empirical and theoretical value. Empirically, this work is the first of its kind aimed at investigating the effect of perceived leadership integrity on organisational commitment within Uganda's hospitality setting. Theoretically, the study extends the versatility of the hierarchy of needs theory by clarifying that higher-level needs offer a basis for explaining the effect of psychological processes (in this case, perceived leadership integrity) on behavioural changes (in this case, organisational commitment).

This research paper gives an account of a study into the relationship between leadership and integrity. There is a critical analysis of the current literature for effective, successful and ethical leadership particularly, integrity. The purpose and aim of this paper is to build on the current notions of leadership within the literature, debate contemporary approaches, focussing specifically on practices within the UK National Health Service in the early 21st century. This leads to a discussion of the literature on ethical leadership theory, which includes public service values, ethical relationships and leading with integrity. A small study was undertaken consisting of 18 interviews with leaders and managers within a District General Hospital. Using the Repertory Grid technique and analysis 15 themes emerged from the constructs elicited, which were compared to the literature for leadership and integrity and other studies. As well as finding areas of overlap, a number of additional constructs were elicited which suggested that effective leadership correlates with integrity and the presence of integrity will improve organisational effectiveness. The study identified that perceptions of leadership character and behaviour are used to judge the effectiveness and integrity of a leader. However, the ethical implications and consequences of leaders' scope of power and influence such as policy and strategy are somewhat neglected and lacking in debate. The findings suggest that leaders are not judged according to the ethical nature of decision making, and leading and managing complex change but that the importance of integrity and ethical leadership correlated with higher levels of hierarchical status and that it is assumed by virtue of status and success that leaders lead with integrity. Finally, the findings of this study seem to suggest that nurse leadership capability is developing as a consequence of recent national investment.

The purpose of this study is to test the hypotheses proposed by Konadu et al. (2023) for the first time and provide empirical insight on the subject. Corruption concerns affect all economies, but those attempting to avoid foreign grants are especially vulnerable. Stakeholders in these economies have pushed for more honest public sector (PS) workers and better oversight of public funds in an effort to build a more trustworthy and efficient government to improve PS performance. Just as the mechanisms through which employee integrity (EI) influences work performance (WP) have not been proven empirically, neither has the effect of EI on WP in African economies. Also, how purposeful leadership (PL) interacts with EI to boost WP is yet to be empirically examined in the integrity literature.

This paper surveyed and analysed the responses of 875 workers across the three most corrupt large PS organisations in Ghana using Smart PLS 4. Perceived organisational support and contract fulfilment functioned as control factors influencing job satisfaction (JS, a mediator). Psychological need satisfaction and perceived procedural justice serve as control factors for organisational identification (OI, an additional mediator). Education, tenure, job position, sex and age were used as control variables in WP. Product indicator and variance accounted for (VAF) methods were used to estimate the impacts of moderation and mediation, respectively. A 5% level of significance was determined.

As hypothesised, this study found that EI and WP had a significantly positive connection (ß = 0.119, p = 0.026), and both JS (VAF = 25.16%) and OI (VAF = 39.59%) partially mediated this connection. Moreover, PL positively moderated the EI–JS (ß = 0.155, p = 0.000) and EI–OI (ß = 0.095, p = 0.000) connections.

This paper affords empirical insight on the EI–WP relationship, how this relationship is mediated and how the EI–JS and EI–OI relationships are amplified. In this context, it sheds light on new ways in which EI and WP in the PS are improved. In addition, this paper provides a roadmap for forthcoming academics to test the hypotheses in diverse PS contexts globally to triangulate the results.

Leadership in PS organisations must maintain a “values-grounded approach” to all parts of human resource (HR) practices, including hiring, performance reviews, leadership enhancement programmes, training and promotions, if they are to attract, develop and retain employees who stand for the sector’s ethics and beliefs.

This research gives African nations proof that enhancing EI in the PS is important, and it lays out the many ways in which EI transforms into WP. It also draws attention to the challenges that purposeful leaders may help alleviate and the opportunities that they may present.

To the best of the authors’ knowledge, the hypotheses put forward in the conceptual research by Konadu et al. (2023) are tested empirically for the first time in this study. It also adds to the empirical literature that already exists on EI, JS, OI, WP and PL in the PS. This contributes to the disciplines of integrity, performance and leadership by enhancing theoretical frameworks and expanding upon existing knowledge.

The purpose of this paper is to investigate how leader integrity and ethical leadership can influence trust in the leader and employee work engagement.

Data were collected using an electronic web-based questionnaire completed by 204 employees from various business organisations. Data were analysed by means of item analysis and confirmatory factor analysis conducted via structural equation modelling.

High levels of reliability were found for the measurement scales. Good model fit was demonstrated for the measurement and structural models. Empirical support was found for all the postulated relationships in the structural model.

This study is the first to analyse the joint relationships between leader integrity and work engagement through the mediating role of ethical leadership (i.e. moral management) and trust in the leader. The findings emphasise the key role played by ethical leaders in creating an ethical and trusting work climate conducive for employee engagement.

Senior executives and leaders of public sector institutions (PSIs) are responsible for the development, preservation or restoration of employee integrity (EI). This conceptual paper aims to address the direct impact of EI on work performance (WP). It also explores the interceding effects of job satisfaction (JS) and employee organisational identification (OI) and the context-conditional impact of purposeful leadership (PL).

This research builds a research framework coupled with suppositions by integrating literature from both theoretical and empirical works in the fields of integrity management, human resource management, performance management and leadership using a systematic literature review approach. Firstly, the authors explicitly express the authors’ list of goals through replicable design. Secondly, the authors find all research papers that would satisfy the requirements for inclusion. Thirdly, the authors evaluate the truthfulness of the results from the incorporated research, and, finally, the authors offer a summary and synthesis of the features and outcomes of the incorporated research.

This study finds that EI will be favourably linked to WP, and this encouraging connection will be favourably interceded by JS and OI, both independently and together. Also, PL will favourably moderate the EI–JS connection as well as the EI–OI linkage.

This study provides a novel framework for specialists and academics in four multidisciplinary fields for improving the EI and WP of employees using JS and OI as strategic devices. It also considers the conditional influence of PL, which has been underexploited in the academic sphere. Thus, this research sets the stage for forthcoming academics to investigate this research framework empirically in diverse PSIs worldwide.

To guarantee that PSIs draw, grow and preserve workers who symbolise the beliefs of the institution, their leadership must uphold a “values-grounded approach” to all facets of its human resource practises – comprising recruitment, performance appraisals, training, leadership development platforms and promotions.

This study reveals the importance of improving integrity in PSIs and the diverse mechanisms through which EI translates into WP. It also highlights the possible benefits that purposeful leaders can offer as well as the problems that they can potentially help mitigate.

This research adds to the sparse literature on the construct of PL within PSIs’ settings and offers a new conceptual model for boosting employee WP through the facilitating roles of JS and OI, both separately and together.

This study draws on uncertainty management theory to advance our understanding of the relationship between leader integrity and employee voice.

The authors collected data in China by surveying 274 supervisor-subordinate dyads at two different points in time. In addition to the direct relationship between leader integrity and employee voice, they also examined the moderating effect of leader consultation and the mediating effect of perceived risk of voice.

The authors found that leader integrity had a positive effect on employee voice, and perceived risk of voice mediated this relationship. They also found that leader consultation moderated the relationship between leader integrity and employee voice, as well as moderating the mediating role of perceived risk of voice.

Although prior research has examined the relationship between leadership and voice, it has not clearly explicated the effects of leader integrity on voice. In addition, the findings of this study regarding the moderating role of leader consultation, and the mediating role of perceived risk of voice, offer novel insights regarding the nature of the relationship between leader integrity and employee voice.

This study investigates the impact of political interference on the capacity to combat corruption within Indonesian public sector institutions. It analyses the troubling impact of politicians in strategic leadership positions in public institutions and the impact this has on its ethical leadership credibility.

A qualitative multi-method approach was followed. Firstly, media publications were analysed to describe typical cases of corruption by political and public leaders and to evaluate the current state of the country. Secondly, the authors studied the selection and appointment processes for strategic leadership in two types of leading Indonesian public sector institutions based on laws and regulations and critical (media) publications to assess the problem of political interference. Lastly, the authors used insights from 42 face-to-face interviews within one leading public institution to understand the problem of political interference and its impact on ethical leadership credibility in Indonesia.

When politicians are appointed in strategic leadership positions of public institutions, including CEOs, the board of directors and commissioners, the downside is that such political support causes a conflict of interest that seriously threatens the independent functioning of public institutions and the ethical reputation of the public sector as a whole. The influence of specific Indonesian cultural values and norms only reinforces these ethical challenges in building public sector integrity.

Most empirical studies on ethical leadership focus on middle managers and the impact of ethical leadership on organisational outcomes. In addition, little is yet known about the effectiveness of ethical leadership in developing countries. This study attempts to address this gap and analyses the troubling role of politicians in strategic leadership positions in Indonesia's public institutions and the impact this has on its ethical leadership credibility.