A1 Journal article (refereed)
Incoherent Yet Still Moral? Followers’ Perceptions of Their Leaders’ Integrity (2022)
Herttalampi, M., Kiuru, N., van Dierendonck, D., & Feldt, T. (2022). Incoherent Yet Still Moral? Followers’ Perceptions of Their Leaders’ Integrity. Scandinavian Journal of Work and Organizational Psychology, 7(1), Article 11. https://doi.org/10.16993/sjwop.162
JYU authors or editors
Publication details
All authors or editors: Herttalampi, Mari; Kiuru, Noona; van Dierendonck, Dirk; Feldt, Taru
Journal or series: Scandinavian Journal of Work and Organizational Psychology
eISSN: 2002-2867
Publication year: 2022
Volume: 7
Issue number: 1
Article number: 11
Publisher: Stockholm University Press
Publication country: Sweden
Publication language: English
DOI: https://doi.org/10.16993/sjwop.162
Publication open access: Openly available
Publication channel open access: Open Access channel
Publication is parallel published (JYX): https://jyx.jyu.fi/handle/123456789/82707
Abstract
The aim of this study was to broaden the current understanding of leader integrity by applying a social-cognitive process model to leaders’ moral decision-making. Leaders (n = 223) were classified into different integrity styles (informational, normative, or diffuse-avoidant) based on their personal descriptions of how they approach moral questions and make moral decisions at work. We then investigated how followers (n = 963) perceived these leaders’ integrity (moral behavior, behavioral integrity, and consistency) and their leader-member exchange (LMX) quality by using a hierarchical leader-follower sample. Followers evaluated normative leaders to show the highest amount of consistency compared to the other integrity styles, although perceptions of leader consistency did not associate with LMX quality. Instead, follower-rated leader moral behavior had the strongest relationship with LMX quality both within and between leader-follower groups. Based on our results, morality is a more important integrity component to follower relationships than consistency. However, the leader’s moral motives behind their decisions might not translate directly and similarly to his or her followers. This means that leaders should pay attention to how transparent, fair, and equal their decisions and justifications behind them appear to others. We also provide a qualitative rating scheme for recognizing differences in personal integrity styles.
Keywords: leadership (properties); leadership (activity); morals; values (conceptions); honesty; decision making
Free keywords: leader integrity; moral decision-making; leader-member exchange; multilevel
Contributing organizations
Related projects
- Moral work identity: How ethical dilemmas at work and ethical organizational culture shape its development
- Herttalampi, Mari
- Academy of Finland
- Johtamisen pelko vaativissa asiantuntijatehtävissä: Mitä se on, mistä se johtuu ja mitä siitä seuraa?
- Feldt, Taru
- Finnish Work Environment Fund
Ministry reporting: Yes
Reporting Year: 2022
Preliminary JUFO rating: 1