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The perceived personal characteristics of entrepreneurial leaders

“…Although most often identified with sound moral or ethical principles and behaviours such as honesty, trustworthiness and justice (Badaracco & Ellsworth, 1992;Becker, 1998), the concept has other connotations, including consistency between words and actions (Simons, 1999), courage (Worden, 2003) and authenticity (Koehn, 2005). Consistency, courage and particularly authenticity link integrity to Kohlberg's 'principled' individual operating on an internal 'moral compass'.…”

A systematic review of leader credibility: its murky framework needs clarity

“…General mentions of both Exemplary Leadership Practices and Credibility work but did not mention a specific stream Main works: Leadership Challenge: How to Make Extraordinary Things Happen in Organizations ( 2012 ) Credibility: How Leaders Gain and Lose It ( 2011 ). Credibility concept derived from Most Admired Characteristics in a leader qualitative research Farling et al ( 1999 )* Gabris and Ihrke ( 2000 ) Gabris et al ( 2000 ) Gabris et al ( 2001 ) Russell and Stone ( 2002 )* Worden ( 2003a ) Gabris ( 2003 ) Jones and Kriflik ( 2005 ) Boone and Peborde ( 2008 ) Sweeney et al ( 2009 ) Irawanto et al ( 2013 ) Grasse et al ( 2014 ) Patterson and Krouse ( 2015 ) Schraeder et al ( 2016 ) Exemplary Leadership Practices primarily Gabris and Mitchell ( 1991 ) create a leadership credibility scale based on the work of Kouzes and Posner. The items attempt to capture how well a leader exhibits the practices described by Kouzes and Posner Gabris and Mitchell ( 1991 ) Gabris and Ihrke ( 1996 ) Rusaw ( 1996 ) Gabris et al ( 1999 ) Chaffee and Mills ( 2001 ) Gabris and Ihrke ( 2003 ) Lafferty ( 2004 )* Bridgeforth ( 2005 ) Abu-Tineh et al ( 2008 ) Dull ( 2009 ) Credibility including 3 elements: honesty, inspiring, competent Kouzes and Posner ( 2011 ) propose that credibility includes three of the four top characteristics of admired leaders.…”

“…For another example of the ambiguity between credibility and other concepts, consider the following statements from Worden’s ( 2003a ) discussion of integrity: “…integrity as a mediator within strategic leadership and its impact on credibility” (p. 31); “integrity…can provide the credibility necessary for a positive reputation” (p. 31); “for the moral self-governance necessary for integrity to have credibility…” (p. 35); “Products of integrity, such as credibility and trustworthiness, are important to effective leadership…”(p. 36); and, “Indeed, credibility goes on to play a vital role in the reputational capital amassed by the exercise of integrity in strategic leadership” (p. 36). The first phrases suggest integrity impacts credibility, integrity can provide credibility, integrity can have credibility, and integrity produces credibility and trust.…”

The causal effects of referential vs ideological justification of change

“…In management research, the tendency to display consistency between expressed values and behavior is a key antecedent to integrity perceptions (Simons, 2002). Maintaining a high level of integrity can function as a form of reputational capital during change processes, conferring managers a wider spectrum of trust and tolerance among followers (Worden, 2003). Building on Simons's (2002) conceptual framework, we do not assume a direct link from social accounts to managerial trust, but rather an indirect one through managerial integrity.…”