Perceived leader integrity: Supporting the construct validity and utility of a multi-dimensional measure in two samples

Moorman, Robert H.; Darnold, Todd C.; Priesemuth, Manuela

doi:10.1016/j.leaqua.2013.02.003

Cited by 79 publications

(89 citation statements)

References 58 publications

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“…111,125,189,248 Four cross-sectional studies found a link between trust in manager/leader and engagement. 135,219,220,267 Here, Rees et al 267 found trust in senior managers partially mediated the link between voice and engagement and Moorman et al 135 showed that trust mediated the association between moral behaviour and integrity and engagement. Two studies found that leader empowering behaviour and engagement were linked.…”

Section: Perceived Leadership and Managementmentioning

confidence: 92%

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

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BackgroundRecent studies have suggested engagement is linked with beneficial outcomes for individuals and organisations. Despite growing demand for resources and advice on engagement within the NHS, there has been no systematic evaluation of how engagement strategies can be developed and operationalised within the NHS.Objectives and research questionsTo evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement.Review methodsEvidence was evaluated using a narrative synthesis approach involving a structured search of relevant academic databases and grey literature. The search yielded a final data set of 217 items, comprising 172 empirical papers, 38 theoretical articles, four meta-analyses and three books. From the grey literature, only 14 items were used in the analysis.Main findingsThere is no one agreed definition or measure of engagement. Existing approaches were grouped under three headings: a psychological state; a composite attitudinal and behavioural construct; and employment relations practice. Most fell under the first category, with the Utrecht Work Engagement Scale being the most prevalent. Most theorising around engagement used the job demands–resources framework. Thirty-five studies considered engagement and morale, and the most consistent finding was a positive link between engagement and life satisfaction, and a negative link between engagement and burnout. Some studies suggested that engagement was positively associated with organisational commitment and job satisfaction and negatively linked to turnover intentions. Of 42 studies that looked at performance and engagement, the strongest support was found for a link between engagement and individual in-role performance and a negative link between engagement and counterproductive performance outcomes. A link between engagement and higher-level performance outcomes was also found. Of 155 studies that explored approaches and interventions that promote engagement, the strongest support was found for the following: positive psychological states including resilience; job-related resources and job design features; positive leadership; perceived organisational support; team-level engagement; training and development. Only a small proportion of studies were based in health-care settings, making the application of evidence to wider contexts limited. Studies identified in the grey literature suggested that the focus of practitioner material was more on wider managerial issues than on psychological factors.ConclusionsThe synthesis highlights the complex nature of the engagement evidence base. The quality of evidence was mixed. Most studies were cross-sectional, self-report surveys, although the minority of studies that used more complex methods such as longitudinal study designs or multiple respondents were able to lend more weight to inferences of causality. The evidence from the health-care sector was relatively sparse. Only a few studies used complex methods and just two had taken place in the UK. The evidence synthesis suggests that employers might consider several factors in efforts to raise levels of engagement including development and coaching to raise levels of employee resilience, the provision of adequate job resources, and fostering positive and supportive leadership styles.FundingThis project was funded by the National Institute for Health Research (NIHR) Health Services and Delivery Research (HSDR) programme.

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Section: Perceived Leadership and Managementmentioning

confidence: 92%

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Bailey

Madden

Alfes

et al. 2015

Health Services and Delivery Research

View full text Add to dashboard Cite

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“…Consequently, scholars developed and tested various theories that attempt to determine the forms of leader behaviors that engage followers and create positive effects that extend beyond task compliance. These include theories such as charismatic and transformational leadership (Bass, 1985;House, 1977;Shamir, House, & Arthur, 1993), authentic leadership (Avolio, Gardner, Walumbwa, Luthans, & May, 2004;Ilies, Morgeson, & Nahrgang, 2005;Neider & Schriesheim, 2011), various theories of ethical or character-based leadership (Brown, Treviño, & Harrison, 2005;Craig & Gustafson, 1998;De Hoogh & Den Hartog, 2008;Moorman, Darnold, & Priesemuth, 2013), spiritual leadership (Fry, 2003;Fry, Vitucci, & Cedillo, 2005), servant leadership (Greenleaf, 1973;Liden, Wayne, Zhao, & Henderson, 2008), and others, such as shared or participative leadership (e.g., Pearce & Sims, 2002). Bryman (1992) and others (e.g., Avolio, Reichard, Hannah, Walumbwa, & Chan, 2009) have collectively called these theories the "newer" theories of leadership in contrast to the "traditional" leadership models (e.g., situational, contingency, or path-goal leadership theories), which focused more on leader-follower exchange relationships and providing support and direction.…”

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confidence: 99%

Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories

et al. 2014

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SummaryLeadership theories have shifted over the last few decades from a focus on managerial functions and economic leader–follower exchanges toward greater focus on the interpersonal dynamics occurring within the leadership process. Theories such as transformational, ethical, authentic, and other “newer genre” theories were created to address neglected topics such as leader vision and inspirational messages, transparency, emotional effects, morality, individualized attention, and intellectual stimulation. Critiques of these theories, however, have been raised. In this paper, we address five of those critiques and argue for the validity and practical effectiveness of the new genre theories. Further, we describe how newer genre leadership research should be viewed as a performative epistemology, entailing a process of co‐creation involving scholars and practitioners. Finally, from this view, we provide general ideas for leader development. Copyright © 2014 John Wiley & Sons, Ltd.

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“…Another opportunity for practical understanding is the comparison of alternative empirical assessment methods for their ability to address a particular ethical paradigm. A prominent example is virtue ethics, for which numerous forms of empirical methodology (self‐report or other‐report, uni‐dimensional or multi‐dimensional, trait or behavioral) and normative theory (rule‐based utilitarianism, cardinal virtues, character strengths, personality, practitioner‐derived virtues) are applicable (Cawley, Martin, & Johnson, ; Craig & Gustafson, ; Libby & Thorne, ; Moorman, Darnold, & Priesemuth, ; Peterson & Seligman, ; Riggio, Zhu, Reina, & Maroosis, ; Sarros, Cooper, & Hartican, ; Shanahan & Hyman, ; Thun & Kelloway, ; Wang & Hackett, ).…”

Section: Discussionmentioning

confidence: 99%

The assessment of individual moral goodness

Chiu

Hackett

2016

Business Ethics: A European Review

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In a field dominated by research on moral prescription (business ethics) and moral prediction (behavioral ethics), there is poor understanding of the place of moral perceptions in organizations alongside philosophical ethics and causal models of ethical outcomes. As leadership failures continue to plague organizational health and firms recognize the wide-ranging impact of subjective bias, scholars and practitioners need a renewed frame of reference from which to reconceptualize their current understanding of ethics as perceived in individuals. Based on an assessment and selection perspective from the field of human resource management, an alternative to conventional deductive-prescriptive approaches is proposed based on a pluralistic concept referred to as moral goodness. An inductive-descriptive theory-building framework is constructed based on three interrelated streams of inquiry to yield insight concerning both formal and informal instances of assessment. Recommendations are proposed for the application of the framework to future research and practice.

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Perceived leader integrity: Supporting the construct validity and utility of a multi-dimensional measure in two samples

Cited by 79 publications

References 58 publications

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Evaluating the evidence on employee engagement and its potential benefits to NHS staff: a narrative synthesis of the literature

Debunking the false dichotomy of leadership idealism and pragmatism: Critical evaluation and support of newer genre leadership theories

The assessment of individual moral goodness

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