Management FocusDeterminants of Follower Perceptions of a Leader’s Authenticity and Integrity
Section snippets
Models of Perceptions of Leaders
There are two general models that describe variables that may influence follower judgments about leaders. The first is that ratings of leadership behaviors provided by followers indicate the extent to which followers have actually observed the focal manager (Lord and Emrich, 2001). Leadership instruments such as the Leadership Practices Inventory (LPI) or the Multi-factor Leadership Questionnaire (MLQ) reflect this perspective. These instruments assume the responses reflect each follower’s
Variables Affecting Follower Perceptions of a Leader
Early work on person perceptions found substantial variation among raters, leading some to conclude that the way a perceiver cognitively structures his/her schema may be a powerful influence on descriptions of other persons (Kenny, 1991). Thus, studies concerned with the variables that may impact perceptions of a focal person such as a leader have grappled with the issue of whether such perceptions are primarily driven by attributes of the focal person or by internal processes resident in the
Application of the Model
Self-focused definitions and models of leader authenticity and integrity assume that followers base their assessments of these leader attributes primarily on direct observation of or interactions with leaders (Avolio and Gardner, 2005, Gardner et al., 2005, House and Aditya, 1997, Dasborough and Ashkansy, 2005). Some studies have indicated that followers may pay most attention to and react most to leader actions that are inconsistent with follower expectations based on previous experience with
Implications for Further Research
This study started from the question of which variables would affect how authenticity defined as a leader’s inner-directed focus on being true to him/herself, would be recognized and appreciated by followers. The focus quickly expanded to include leader integrity, because authenticity without moral code adherence may not be sufficient for effective leadership (Bass and Steidlmeier, 1999). One implication of this effort is the realization that understanding how leader authenticity and integrity
DAIL L. FIELDS, School of Global Leadership and Entrepreneurship, Regent University, 1000 Regent University Drive, Virginia Beach, VA 23464-9800, USA. E-mail: [email protected]
Dr. Fields (Ph.D., Georgia Tech) teaches in the Regent University Ph.D, program in Organizational Leadership, supervises doctoral dissertations and conducts an international research program. He is currently a Fulbright Scholar based at Lithuania Christian College. Dr. Fields has been a guest lecturer and speaker for
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DAIL L. FIELDS, School of Global Leadership and Entrepreneurship, Regent University, 1000 Regent University Drive, Virginia Beach, VA 23464-9800, USA. E-mail: [email protected]
Dr. Fields (Ph.D., Georgia Tech) teaches in the Regent University Ph.D, program in Organizational Leadership, supervises doctoral dissertations and conducts an international research program. He is currently a Fulbright Scholar based at Lithuania Christian College. Dr. Fields has been a guest lecturer and speaker for professional organizations and universities in Lithuania, Russia, China, Singapore, Malaysia and Hong Kong and is engaged in cross-cultural research in organizational leadership.