What drives leader integrity? Online publication date: Tue, 28-Jan-2020
by Mojgan Zarghamifard; Hasan Danaeefard
International Journal of Business Governance and Ethics (IJBGE), Vol. 14, No. 1, 2020
Abstract: The inspiration for this research is determined by the fact that leader integrity may have countless effects on organisations and employee performance. The research gap has focused on the antecedents of leader integrity within Iranian public services. This qualitative study used rich data from in-depth interviews and followed a Glaserian grounded theory as its research method. Results have suggested that, different factors influence leader integrity that include: individual characteristics (altruistic mindset, authenticity, organisational-based self-esteem, personal values that confer integrity, Machiavellianism), moderating factors (organisational: organisational climate regarding integrity, human resources management, whistleblower activities, organisational transparency and politicisation of bureaucracy) and moderating factors (managerial: leader job characteristics, leadership ability, expectations of leader performance, and ethical role model). We discuss a potential limitation of this study and implications for practice and directions for future research of leader integrity.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Business Governance and Ethics (IJBGE):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook