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dc.contributor.authorHerttalampi, Mari
dc.contributor.authorKiuru, Noona
dc.contributor.authorvan Dierendonck, Dirk
dc.contributor.authorFeldt, Taru
dc.date.accessioned2022-08-19T05:57:07Z
dc.date.available2022-08-19T05:57:07Z
dc.date.issued2022
dc.identifier.citationHerttalampi, M., Kiuru, N., van Dierendonck, D., & Feldt, T. (2022). Incoherent Yet Still Moral? Followers’ Perceptions of Their Leaders’ Integrity. <i>Scandinavian Journal of Work and Organizational Psychology</i>, <i>7</i>(1), Article 11. <a href="https://doi.org/10.16993/sjwop.162" target="_blank">https://doi.org/10.16993/sjwop.162</a>
dc.identifier.otherCONVID_151687285
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/82707
dc.description.abstractThe 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.en
dc.format.mimetypeapplication/pdf
dc.language.isoeng
dc.publisherStockholm University Press
dc.relation.ispartofseriesScandinavian Journal of Work and Organizational Psychology
dc.rightsCC BY 4.0
dc.subject.otherleader integrity
dc.subject.othermoral decision-making
dc.subject.otherleader-member exchange
dc.subject.othermultilevel
dc.titleIncoherent Yet Still Moral? Followers’ Perceptions of Their Leaders’ Integrity
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-202208194248
dc.contributor.laitosPsykologian laitosfi
dc.contributor.laitosDepartment of Psychologyen
dc.contributor.oppiainePsykologiafi
dc.contributor.oppiaineHyvinvoinnin tutkimuksen yhteisöfi
dc.contributor.oppiaineKäyttäytymisen muutos, hyvinvointi ja terveys elämänkulussafi
dc.contributor.oppiaineTyön ja johtamisen muuttuminen digitaalisessa ajassafi
dc.contributor.oppiainePsychologyen
dc.contributor.oppiaineSchool of Wellbeingen
dc.contributor.oppiaineBehaviour change, health, and well-being across the lifespanen
dc.contributor.oppiaineEmergent work in the digital eraen
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.type.coarhttp://purl.org/coar/resource_type/c_2df8fbb1
dc.description.reviewstatuspeerReviewed
dc.relation.issn2002-2867
dc.relation.numberinseries1
dc.relation.volume7
dc.type.versionpublishedVersion
dc.rights.copyright© 2022 The Author(s).
dc.rights.accesslevelopenAccessfi
dc.relation.grantnumber294428
dc.relation.grantnumber116163
dc.subject.ysojohtajuus
dc.subject.ysomoraali
dc.subject.ysojohtaminen
dc.subject.ysoarvot (käsitykset)
dc.subject.ysorehellisyys
dc.subject.ysopäätöksenteko
dc.format.contentfulltext
jyx.subject.urihttp://www.yso.fi/onto/yso/p8420
jyx.subject.urihttp://www.yso.fi/onto/yso/p861
jyx.subject.urihttp://www.yso.fi/onto/yso/p554
jyx.subject.urihttp://www.yso.fi/onto/yso/p1044
jyx.subject.urihttp://www.yso.fi/onto/yso/p2858
jyx.subject.urihttp://www.yso.fi/onto/yso/p8743
dc.rights.urlhttps://creativecommons.org/licenses/by/4.0/
dc.relation.doi10.16993/sjwop.162
dc.relation.funderResearch Council of Finlanden
dc.relation.funderFinnish Work Environment Funden
dc.relation.funderSuomen Akatemiafi
dc.relation.funderTyösuojelurahastofi
jyx.fundingprogramPostdoctoral Researcher, AoFen
jyx.fundingprogramOthersen
jyx.fundingprogramTutkijatohtori, SAfi
jyx.fundingprogramMuutfi
jyx.fundinginformationThis study was supported by the Academy of Finland (grant number 294428) and the Finnish Work Environment Fund (project number 116163).
dc.type.okmA1


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