Abstract
Even though much research has emerged recently supporting the importance of perceived leader integrity judgments on how followers develop trust in their leaders, our efforts to understand possible mechanisms for these relationships have not yet yielded detailed explanations. One reason for this is that most research on perceived leader integrity and trust has used unidimensional measures of each construct, even though recent research has called for more complex treatments of them. The purpose of this study is to couple the use of a recently developed, multidimensional measure of perceived leader integrity with a multidimensional measure of trust to examine possible explanations of how they relate. Results support the value of modeling perceived integrity in two dimensions and support a more nuanced model of how integrity may affect trust when trust is similarly modeled as multiple dimensions. We discuss the implications of these findings for our understanding of how leader integrity may affect trust and other outcomes.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 277-289 |
| Number of pages | 13 |
| Journal | Journal of Leadership and Organizational Studies |
| Volume | 25 |
| Issue number | 3 |
| DOIs | |
| State | Published - Aug 1 2018 |
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All Science Journal Classification (ASJC) codes
- Business and International Management
- Sociology and Political Science
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management Science and Operations Research
Cite this
Understanding How Perceived Leader Integrity Affects Follower Trust : Lessons From the Use of Multidimensional Measures of Integrity and Trust. / Moorman, Robert H.; Blakely, Gerald L.; Darnold, Todd C.
In: Journal of Leadership and Organizational Studies, Vol. 25, No. 3, 01.08.2018, p. 277-289.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Understanding How Perceived Leader Integrity Affects Follower Trust
T2 - Lessons From the Use of Multidimensional Measures of Integrity and Trust
AU - Moorman, Robert H.
AU - Blakely, Gerald L.
AU - Darnold, Todd C.
PY - 2018/8/1
Y1 - 2018/8/1
N2 - Even though much research has emerged recently supporting the importance of perceived leader integrity judgments on how followers develop trust in their leaders, our efforts to understand possible mechanisms for these relationships have not yet yielded detailed explanations. One reason for this is that most research on perceived leader integrity and trust has used unidimensional measures of each construct, even though recent research has called for more complex treatments of them. The purpose of this study is to couple the use of a recently developed, multidimensional measure of perceived leader integrity with a multidimensional measure of trust to examine possible explanations of how they relate. Results support the value of modeling perceived integrity in two dimensions and support a more nuanced model of how integrity may affect trust when trust is similarly modeled as multiple dimensions. We discuss the implications of these findings for our understanding of how leader integrity may affect trust and other outcomes.
AB - Even though much research has emerged recently supporting the importance of perceived leader integrity judgments on how followers develop trust in their leaders, our efforts to understand possible mechanisms for these relationships have not yet yielded detailed explanations. One reason for this is that most research on perceived leader integrity and trust has used unidimensional measures of each construct, even though recent research has called for more complex treatments of them. The purpose of this study is to couple the use of a recently developed, multidimensional measure of perceived leader integrity with a multidimensional measure of trust to examine possible explanations of how they relate. Results support the value of modeling perceived integrity in two dimensions and support a more nuanced model of how integrity may affect trust when trust is similarly modeled as multiple dimensions. We discuss the implications of these findings for our understanding of how leader integrity may affect trust and other outcomes.
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UR - http://www.scopus.com/inward/citedby.url?scp=85048966208&partnerID=8YFLogxK
U2 - 10.1177/1548051817750544
DO - 10.1177/1548051817750544
M3 - Article
VL - 25
SP - 277
EP - 289
JO - Journal of Leadership and Organizational Studies
JF - Journal of Leadership and Organizational Studies
SN - 1548-0518
IS - 3
ER -