Moral forms of leadership such as ethical, authentic, and servant leadership have seen a surge of interest in the 21st century. The proliferation of morally based leadership approaches has resulted in theoretical confusion and empirical overlap that mirror substantive concerns within the larger leadership domain. Our integrative review of this literature reveals connections with moral philosophy that provide a useful framework to better differentiate the specific moral content (i.e., deontology, virtue ethics, and consequentialism) that undergirds ethical, authentic, and servant leadership, respectively. Taken together, this integrative review clarifies points of integration and differentiation among moral approaches to leadership and delineates avenues for future research that promise to build complementary rather than redundant knowledge regarding how moral approaches to leadership inform the broader leadership domain.

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.

Authentic leadership occurs when individuals enact their true selves in their role as a leader. This article examines the role of authentic followership in the previously established relationship between authentic leadership and follower in-role and extrarole performance behaviors. Consideration of followers who enact their true selves is important to understand how authentic leadership fosters follower self-determined work motivation and thus work role performance. Using self-determination theory (SDT) as a guiding framework, the authors propose that authentic leadership, authentic followership, and their interplay are positively related to the satisfaction of followers' basic needs, which, in turn, are positively related to follower work role performance. The authors conducted a survey study of 30 leaders and 252 followers in 25 Belgian service companies. The results provide evidence of positive relationship for both authentic leadership and authentic followership with follower basic need satisfaction in a crosslevel model where authentic leadership was aggregated to the group level of analysis. Crosslevel interaction results indicated that authentic leadership strengthened the relationship 1677 Acknowledgments: This article was accepted under the editorship of Deborah E. Rupp. The authors would like to acknowledge Bruce Avolio and Maarten Vansteenkiste for helpful comments.

Previous research has demonstrated that mindfulness helps reduce symptoms of work stress but research has yet to clarify whether and how mindfulness is linked to work engagement.Using self-determination theory we hypothesize that mindfulness is positively related to work engagement and that this relationship can be better understood through authentic functioning.We collected survey data on these variables in the context of six mindfulness trainings at three points in time: before the training, directly after the training, and four months after training.We examined the relationships between mindfulness, authentic functioning, and work engagement, both statically (cross-sectionally) and dynamically as they change over training.Results show that authentic functioning mediates the relationship between mindfulness and work engagement, partially for the static relationship and fully for the dynamic relationship.We discuss how these findings further clarify the role of mindfulness in the workplace and highlight the implications for the literature on authentic functioning and work engagement.

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This paper clarifies how leader behavioral integrity for safety helps solve follower's double bind between adhering to safety protocols and speaking up about mistakes against protocols.Path modelling of survey data in 54 nursing teams showed that head nurse behavioral integrity for safety positively relates to both team priority of safety and psychological safety.In turn, team priority of safety and team psychological safety were, respectively, negatively and positively related with the number of treatment errors that were reported to head nurses.We further demonstrated an interaction effect between team priority of safety and psychological safety on reported errors such that the relationship between team priority of safety and the number of errors was stronger for higher levels of team psychological safety.Finally, we showed that both team priority of safety and team psychological safety mediated the relationship between leader behavioral integrity for safety and reported treatment errors.These results suggest that while adhering to safety protocols and admitting mistakes against those protocols show opposite relations to reported treatment errors, both are important to improving patient safety and both are fostered by leaders who walk their safety talk.

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