Leadership and ethical behavior are important business issues. Although leadership models have attempted to incorporate components related to integrity, honesty, and ethics, unethical leaders still manage to find themselves in positions of power in organizations. This study examines the relationship between leadership as measured by Kouzes and Posner’s (2002) Leadership Practices Inventory (LPI) and Craig and Gustafson’s (1998) Perceived Leader Integrity Scale (PLIS). Although the connection between leadership and integrity has been established in the literature theoretically, little empirical work has been done. The agreement on a definition of integrity and the development of an assessment instrument has been a challenge. Studies of leadership and integrity have indicated integrity is more than just behavioral integrity, matching words to deeds and is related to an individual’s commitment to underlying principles. The PLIS was developed to assess integrity from an ethical perspective. No current study has used the LPI as a measurement instrument for leadership in conjunction with the PLIS instrument for integrity. This study found strong relationships between the followers’ perceptions of leader integrity and effective leadership practices. The implications of these findings for leadership development practices are examined. The benefits of leadership development programs may go beyond leadership and may also aid organizations in developing more ethical leaders. Recommendations for further study are explored including longitudinal studies and the environmental conditions that support the development of ethical leadership.
|Adviser||Mary K. Evans Kasala|
|Subjects||Management; Personality psychology|
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