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Titolo:
Perceived integrity of transformational leaders in organisational settings
Autore:
Parry, KW; Proctor-Thomson, SB;
Indirizzi:
Victoria Univ Wellington, Ctr Study Leadership, Wellington, New Zealand Victoria Univ Wellington Wellington New Zealand Wellington, New Zealand
Titolo Testata:
JOURNAL OF BUSINESS ETHICS
fascicolo: 2, volume: 35, anno: 2002,
pagine: 75 - 96
SICI:
0167-4544(2002)35:2<75:PIOTLI>2.0.ZU;2-C
Fonte:
ISI
Lingua:
ENG
Soggetto:
TRANSACTIONAL LEADERSHIP; DARK SIDE; ETHICS; TRUST; ORGANIZATIONS; PERCEPTIONS; BEHAVIOR; BUSINESS; MLQ; QUESTIONNAIRE;
Keywords:
effectiveness; ethics; integrity; leadership; transformational; transactional; unethical;
Tipo documento:
Article
Natura:
Periodico
Settore Disciplinare:
Social & Behavioral Sciences
--discip_BC--
Citazioni:
69
Recensione:
Indirizzi per estratti:
Indirizzo: Parry, KW Victoria Univ Wellington, Ctr Study Leadership, POB 600, Wellington, New Zealand Victoria Univ Wellington POB 600 Wellington New Zealand ealand
Citazione:
K.W. Parry e S.B. Proctor-Thomson, "Perceived integrity of transformational leaders in organisational settings", J BUS ETHIC, 35(2), 2002, pp. 75-96

Abstract

The ethical nature of transformational leadership has been hotly debated. This debate is demonstrated in the range of descriptors that have been usedto label transformational leaders including narcissistic, manipulative, and self-centred, but also ethical, just and effective. Therefore, the purpose of the present research was to address this issue directly by assessing the statistical relationship between perceived leader integrity and transformational leadership using the Perceived Leader Integrity Scale (PLIS) and the Multi-Factor Leadership Questionnaire (MLQ). In a national sample of 1354 managers a moderate to strong positive relationship was found between perceived integrity and the demonstration of transformational leadership behaviours. A similar relationship was found between perceived integrity and developmental exchange leadership. A systematic leniency bias was identified when respondents rated subordinates vis-a-vis peer ratings. In support of previous findings, perceived integrity was also found to correlate positivelywith leader and organisational effectiveness measures.

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Documento generato il 30/03/20 alle ore 19:38:27