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International Journal of Management, IT & Engineering
Vol. 7 Issue 4, April 2017,
ISSN: 2249-0558 Impact Factor: 7.119
Journal Homepage: http://www.ijmra.us, Email: editorijmie@gmail.com
Double-Blind Peer Reviewed Refereed Open Access International Journal - Included in the International Serial
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Directories of Publishing Opportunities, U.S.A
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A Meta Analytical Study on Leadership
Integrity : A leadership Ethics Perspective
Prof Dr.C.Karthikeyan*
Abstract:
Integrity is one of the top attributes of a great leader and a concept of consistency of actions,
values, methods, measures, principles, expectations and outcomes. This trait in a leader is a deep
commitment to do the right thing for the right reason, regardless of the circumstances. The
word integrity evolved from the Latin adjective integer, meaning whole or complete. In this
context, integrity is the inner sense of "wholeness" deriving from qualities such as honesty and
consistency of character. A leader can afford to lack and still get away from danger. Integrity
Keywords: Integrity, Leader, Principles, Ethics, Lacking, Honest, Expectations, Outcome,
Values
Introduction: In Leadership traits integrity is the most indispensible quality of a leader, by
being honest, having moral principles, uprightness, and consistent ethical standards. In ethics,
leader integrity is regarded as the honesty, truthfulness and accuracy of one's actions. Mayer
and Gavin (2005) found that people who trusted their leaders were more likely to engage in in-
role and extra-role behaviors on behalf of the organization. A Justification of Leader Integrity is
important due to various questions raised like why integrity matter to followers? Leader integrity
matters because it plays a significant role in the decision process used by followers when
* Director-Adithya School of Business, Adithya Institute of Technology, Coimbatore,
Affiliated to Anna University, Chennai, Tamilnadu, India
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deciding who they will follow, who they will trust, to whom they will be loyal and committed,
influence on the leadership process and the positive organizational outcomes it achieves.
Leadership from the employee-centered perspective attributes word/deed consistency, increase
follower confidence, and helps in a prediction of the behaviors to follow. Leaders with such
integrity follow through the practice what they preach, and walk the talk. The words professed
by leaders with integrity therefore become useful predictors of action. In the contrasting
situation, leaders who lack integrity provide no basis for followers to infer actions from their
words.
Objectives of the study:
(i) : To evaluate the factors Influencing Integrity in a Leader
(ii) : To examine whether Leadership character influences the role of integrity
(iii) : To evaluate the ethical lapses influencing Integrity of a leader
(iv) : To examine whether Organisation Culture starts with the leader and it indirectly
influences Integrity in Leaders and organization
(v) : To evaluate what Leader Integrity means at Leadership Levels.
Methodology: Meta Analytical Study with the Literature Research and Secondary Data from
Leadership Training Organisations
Review of Literature: (Previous Related Work Done)
Grover & Moorman, (2007). Palanski and Yammarino (2007) suggested that integrity
has prevented both the development of theoretical models on cause and effect relationships of
integrity and the development of empirical tests of those relationships.
(Dunn, 2009). Palanski and Yammarino suggested further that the central point of disagreement
is whether integrity describes more narrow conceptions of wholeness or consistency or whether
integrity is better thought of more expansively to include references to authenticity, ethicality,
morality, or character.The root of all integrity judgments is a sense of consistency or congruence
between seemingly disparate elements.
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Palanski and Yammarino (2007) and Dunn (2009) have found little disagreement on the
importance of consistency; however, where things get more interesting is when discussions turn
toward just what should be consistent to indicate integrity.
Palanski and Yammarino (2007) began their discussion of integrity definitions with the general
as wholeness may refer to something like the integrity of the hull of a ship, suggesting that the
hull is watertight, or the integrity of a bridge, where the two ends are anchored and the span
supported. For leaders, integrity as wholeness speaks to a general consistency among all
Furrow (2005)
extent to whi
definition suggests that the key for integrity is the alignment of commitments, but it offers little
explanation of what those commitments must be.
A more specific definition of leader integrity is the definition and operationalization of
behavioral integrity developed by Simons (2002) and adopted, with some adjustment, by
Palanski and Yammarino (2007).
Simons (2002) defined behavioral integrity as the perceived pattern of alignment between a
e kept
(Simons, Friedman, Liu, & McLean Parks, 2007).
Palanski and Yammarino (2007) considered this to be a more restricted definition of integrity
consistency wi
and behaviors.
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Simons and McLean-Parks (2000) found that behavioral integrity was related to trust in
managers and organizational commitment.
Simons (2008) also found that behavioral integrity directly affects employee trust in leaders and
that this trust is a central mechanism for predicting a causal chain from behavioral integrity to
trust, commitment, and various discretionary behaviors tied to individual, group, and
organizational performance.
Dineen, Lewicki, and Tomlinson (2006) reported that levels of behavioral integrity moderated a
relationship between supervisory guidance and organizational citizenship behavior and deviant
behavior. They found that when behavioral integrity was at a high level, supervisory guidance
was more positively related to OCB performance. However, the opposite occurred when
behavioral integrity was low: when behavioral integrity was low in the leaders, providing
guidance actually increased the deviance.
Moorman & Grover(2009 ) School of Global Leadership &Entrepreneurship, suggest that not
only is integrity defined by internal consistencies (such as word/deed consistency), it is also
defined by the external consistency of those actions with either individual moral frameworks or
community moral frameworks.
Thomson (2002) in their study of links between perceived integrity and transformational
leadership. Similarly, Brown and his colleagues characterized a leader with integrity as one who
behaves according to a set of normative ethics (Brown, Treviño, & Harrison, 2005). Virtue ethics
theory integrates both the internal and external perspectives on leader integrity. Palanski and
Yammarino (2007) defined integrity as an adjunctive virtue, which aligns with other virtuous
moral constructs like honesty, authenticity, trustworthiness, fairness, and compassion. They
definition therefore includes an indirect admission that perceived integrity may also infer an
externa
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Simons, (2002) references only word/deed consistency, their belief that integrity is a virtue
indicating good character necessitates that integrity also be thought of as a measure of good
moral character.
Dunn (2009) rejected the argument that integrity is a virtue and instead expanded the definition
of integrity to include a much wider set of both internal and external consistencies. Included in
rnal coherence between moral values, words, and behaviors,
but he also asserted that integrity requires this internal coherence to be consistent with a set of
social values.
Grover & Moorman, (2007). Surprisingly, the academic business leadership literature has not
elevated leader integrity to a similar level of importance or activity. One reason for this may be
that leader integrity can be traced to trait theories of leadership (Bass, 1985; Stogdill, 1948)
which have been discredited in some quarters (Lord, de Vader, & Alliger, 1986).
Judge, Bono, Ilies, and Gerhardt (2002) cites ten reviews of the traits associated with
leadership and found that six includes mention of leader integrity or honesty (Bass, 1990; Daft,
1999; Kirkpatrick & Locke, 1991; Northouse, 1997; Yukl & Van Fleet, 1992).
Judge et al. (2002) suggested that these trait results have been devalued in the leadership
literature because traits Moorman & Grover/ INTERNATIONAL JOURNAL OF LEADERSHIP
STUDIES 106 International Journal of Leadership Studies, Vol. 5 Issue. 2, 2009 © 2009 School
of Global Leadership &Entrepreneurship, Regent University ISSN 1554-3145 may only be
associated with leader emergence rather than leader effectiveness
Palanski & Yammarino, (2007), and it might be the case that definitional nuances have nudged
Luthans and Avolio (2003), Gardner, Avolio, Luthans, May, and Walumbwa (2005), and
Avolio and Gardner (2005) have detailed their theoretical perspective on authentic leadership.
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-
moral perspective-taking capacity and development
Simons, (2002).
discussed by Brown and Trevino (Brown & Trevino, 2009; Brown, Treviño, & Harrison, 2005;
Treviño, Brown, & Hartman, 2003). They described the moral leader as one who behaves
according to the general concept of ethicality and integrity.
Brown et al. (2005),
personal actions and interpersonal relationships, and the promotion of such conduct to followers
through two-way communication, reinforcement, and decision-
leader not only behaves in ways that are consistent with his or her espoused values, but the moral
leader also behaves in ways that are consistent with the moral and ethical frameworks shared by
themselves and their followers. The prevalent model of organizational trust centrally includes
integrity
Mayer, Davis, & Schoorman, (1995). While Mayer and colleagues do not present a leadership
theory, the elements of trust are so closely related to leader integrity that the models are parallel.
Trust in the leader is considered such a central mechanism driving follower engagement that
models of the factors that determine trust are merely short steps away from models of effective
leadership.
Simons (2002) noted that leader traits such as integrity can be thought of as perceiver constructs.
In his discussions of behavioral integrity, Simons considered integrity as subjective and as an
ascribed trait. He wrote that
relationship between the actor and the perceiver, and by the attributes, history, and state of mind
Simons (2008) also conceded that for behavioral integrity to affect followers, the followers must
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van den Bos & Lind, (2002). Instead, the uncertainty management model suggests it is much
more likely that followers must decide to cede to authority in uncertain situations where
as heuristic substitutes
Bos, 2003, p. 483). One such heuristic substitute is the perception of procedural justice. When
direct information about outcome fairness is not available, people will resolve the question of
how they should interpret the decisions of the authority by relying on perceived procedural
fairness.
Simons (2002) definition of word/deed consistency and, more indirectly, the belief that integrity
word/deed consistency may be instrumental
actions from their words. Followers are likely to have heard leaders articulate plans, but they
Objective (i) : To evaluate the factors Influencing Integrity in a Leader
Related Work on Integrity: Kaptein and Wempe have developed a theory of corporate integrity
including criteria for businesses dealing with moral dilemmas. Another use of the term,
"integrity" appears in the work of Michael Jensen and Werner Erhard in their academic paper,
"Integrity: A Positive Model Other integrities that Incorporates the Normative Phenomenon of
Morality, Ethics, and Legality". Their model "reveals the causal link between integrity and
increased performance, quality of life, and value-creation for all entities, and provides access to
that causal link." According to Muel Kaptein, integrity is not a one-dimensional concept. he
presents a multifaceted perspective of integrity. Integrity relates to, for example, compliance to
the rules as well as to social expectations, with morality as well as ethics, and with actions as
well as attitude.
could be used to predict fu
consistent with values likely shared with the follower; c) that, in the future, the leader may only
ask the follower to behave in ways consistent with the values they already share; and d) that the
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four beliefs coalesce to significantly decrease the perceived risk of following a leader and to
significantly increase the belief that good things promised will come true.
Figure; 1 : Leader’s Integrity Credentials: Source Concept Designed: Prof.
Dr.C.Karthikeyan
Research Propositions Based leader integrity that
Proposition 1: Attributions of leader integrity will be based on follower perceptions of
his or her words/deeds align with the moral and ethical frameworks of the follower. Proposition
2: Perceptions of leader integrity will be important in follower decisions to follow because they
provide information that increases follower certainty that the leader will deliver what he or she
promises. Proposition 3: Perceptions of leader integrity will be important in follower decisions
to follow because they provide information that increases follower certainty that the leader will
Proposition 4:
Perceptions of leader integrity will be important in follower decisions to follow because they
provide information that increases follower certainty that the leader will ask the follower to act in
Proposition 5: If
followers do not perceive the leader to have integrity, information about leader competence will
only inform their decision to follow if that information comes from sources other than the leader.
Proposition 6: If followers do not perceive the leader to have integrity, information about plan
attributes will only inform their decision to follow if that information comes from sources other
than the leader.
Leaders Words indicative of
actions
Leaders Actions Consistent
with Values
Leaders Consistency with
values they share
Leader's competence
is credible
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Figure: 2 : Research Propositions Based leader integrity that influences followers’
decisions
The concept of consistency of actions, values, methods, measures, principles, expectations and
outcomes connotes a deep commitment to do the right thing for the right reason, regardless of
the circumstances. People who live with integrity are incorruptible and incapable of breaking the
trust of those who have confided in them. Every human is born with a conscience and therefore
the ability to know right from wrong. Choosing the right, regardless of the consequence, is the
hallmark of integrity.
Integrity and Ethics:(personal ethics and Integrity for a leader)
In ethics when discussing behavior and morality, an individual is said to possess the virtue of
integrity if the individual's actions are based upon an internally consistent framework of
principles. These principles should uniformly adhere to sound logical axioms or postulates. One
can describe a person as having ethical integrity to the extent that the individual's actions, beliefs,
methods, measures and principles all derive from a single core group of values. An individual
must therefore be flexible and willing to adjust these values in order to maintain consistency
when these values are challenged; such as when an expected test result fails to be congruent with
all observed outcomes. Because such flexibility is a form of accountability, it is regarded as
Proposi
tion:1
Integrity
based on
Ledaer's
value
Proposi
tion:2
Perception of leader and
promises leaders make
Proposi
tion :3
When increases
follower
certainity
Proposi
ton:4
Followers values and
moral frameworks
Proposi
tion:5
Information about leader
competence
Proposi
tion:6
Information
about plan
attributes
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a moral responsibility as well as a virtue. An individual's value system provides
a framework within which the individual acts in ways which are consistent and expected.
Integrity can be seen as the state or condition of having such a framework, and acting
congruently within the given framework. One essential aspect of a consistent framework is its
avoidance of any unwarranted (arbitrary) exceptions for a particular person or group
especially the person or group that holds the framework.
Political integrity(for political leaders)
Integrity is important for politicians because they are chosen, appointed, or elected to serve
society. In order to be able to serve, politicians are given power in their positions to make,
execute, or control policy. They have the power to influence something or someone. There is,
however, a risk that this power will not be used by politicians to serve society. Aristotle said that
because rulers have power they will be tempted to use it for personal gain. It is important that
politicians withstand this temptation, and that requires integrity. The 10 basic mistakes that
makes leaders end up on the wrong end of a no-confidence Board vote, a Shareholder lawsuit, or
worst of all, Some of these mistakes may be obvious; some may be a bit more obscure. They are
all critical. Pride and Arrogance. Many leaders lost their early successes by inflating their
egos. Forgetting the roots the grew from and thought themselves to be invincible or infallible,
and putting self above anything or anyone.
sense of security. Makes a leader feel superior to other people and institutions, and finally go
terribly wrong. Negative Influences. Some voices offer valuable counsel that can help keep a
leader on track. Some nudge the leaders and puts a leaders way off course. The challenge of
sifting through the ones worth listening and ignoring makes all the difference? Listening to
different perspectives from divergent sets of people, giving attention to the still small voice
makes a leader to listen, the better listener and discerner you will become.
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Figure; 3: The “Deceiving Chain in a Leader Leading to Lack of Integrity”: Concept and
Design: Prof Dr.C.Karthikeyan. (concieved idea: Enrique P. Fiallo)
Lacking Integrity. Leaders may lack many things and still can be clear of danger, where as
Integrity need to establish a set of sound ethics policies, integrate
them into all business processes, communicate them broadly to all employees, and make clear
that you will not tolerate any deviation from any of them. Leaders can carve out time to set the
and can make it clear to the organization. Giving too much importance to
small issues and make it a festival and celebrate, just because the leader is good at it. Leaders
distractions, tie their vision and strategy to the truly impactful things and execute those to the
best of their ability. Else the leader will hit the wall, and so will the company. This becomes
mediocre at a large number of things. Avoiding. If Leaders have an activity that needs to be
done, and should be done, then its better they do them and not to neglect them. The basic
business fundamentals cannot be ignored. Leaders need to strengthen their skills in weak areas
and put people in place in whose skill and integrity the leader trusts. Leaders need to recognize
the areas of weakness and try to learn how to do them (sometimes not practical to do) or find
people with those skills that the leader could trust to do them well. Lacking Values. Core values
are principles without which life (or business) wou
Pride and
Arrogance
Negative
Influences
Majoring in
Minor things
Distractions Avoiding Habits
Lacking Values
Blindly Trusting
People
Spin Doctoring Short Cutting
Lacking
Integrity
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book Tribal Leadership, values are what the organization stands in. Leaders need to establish a
set of Core Values that can unite the organization, and then create resonance around them. The
leaders need to be convinced of Core Values and need to become the foundation of a well-oiled,
world-class, customer friendly, ethical organization. Leaders need to have a clue on it.
BlindlyTrusting People. Leaders can trust but also should
alone, the wrong people with the wrong skills in the wrong place are a formula for disaster.
prove themselves. Leaders need to take the
time to properly vet, and then observe key people in their role before and shall let them fly solo.
Any competent, well-grounded person should have no problem with this approach. Spin
Doctoring. Leders need to teach executives present the facts, tell the truth, communicate the
complete story and assure them that, let the chips fall where they may, but training them not to
divulge key strategies and give away competitive advantage, but the truth is ALWAYS the truth.
The lies will come back to haunt you and you may have to spend a too much time crafting the
right story, which in hindsight, a waste of time and energy. A better use of that time is to meet
challenges and problems head on,
Short-Cutting. Many companies spend an in accounting tricks. A leader needs to understand
the most basic level, that there is no substitute for the natural laws of business. The leaders
needs to develop prospects, cultivate relationships, determine needs, propose solutions, close
is no substitute for methodical execution. The leader shall not succumb to the temptation of
circumventing the natural process through faulty techniques and flawed actions.
Objective: (ii) : To examine whether Leadership character influences the role of integrity
Integrity stands as the most important and the most critical as it builds valuable trust between
people and yet also the most esoteric. Integrity is doing the right thing when no one is watching,
and without integrity, yet trained to behave predictably in a certain manner. Discipline is
valuable and the critical components of integrity goes beyond just doing the right thing when no
one is looking. The first is that the adherence to a moral or ethical principle is a simple
compliance to a rule; it implies a philosophical understanding of the reason it exists. and the
second is the pursuit of an undiminished state or condition. Everyone makes mistakes, so being a
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means having the strength of character to le
self-improvement. The word charattein, meaning to
engrave. This provides a much richer understanding of integrity as something leaders can select
and develop and strengthen.
High-integrity leaders are crucial to an organization's success: situations involving the loss
of integrity are not only found in the political arena, they also occur in our business
environments, perhaps more frequently than we would like to admit. While most leaders don't
engage in fraudulent behaviour, while they aren't engaging in anything illegal, their behaviour, in
my view, can be considered unethical and usually one more step to cross the line. A perception
of unethical behaviour also creates a sense of mistrust and a loss of integrity. People simply lose
respect for this type of leader.
Figure: 4 : The wheel of Integrity of a Leader: Integrity Factors interrelated: Concept
from: An Uncertainty Management Explanation, Robert H. Moorman, Creighton University,
(US) Source; Created by Dr.C.Karthikeyan
1. Continuous Personal Growth: Leaders with high levels of integrity are in constant
learning mode. They are ruthlessly honest with themselves, seek guidance to discover and work
around their blind spots and are always learning and growing as leaders.
High
Integrity
Promises
are kept
up
Reliabilty
Accountability
Responsiveness
Doing the
right thing
Respectfulness
Accessiblity
Transparency
High
integrity
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2. A promise is a promise: High-integrity leaders keep their promises, and if they can't
meet the agreed-upon timeline, they will stay in communication with you until the promise has
been kept.
3. Reliability: Just as we purchase proven brands, leaders who are shown to be reliable and
can be counted on will attract more followers. Reliable leaders stick with problems and issues
until they are resolved from a win/win point of view and a strong consideration for all
stakeholders involved.
4. Accountability: High-integrity leaders don't just blame others and/or take the blame
themselves, they own the situation and all of its outcomes. These leaders quickly intervene in an
issue, evaluate unintended impact, take steps to rectify the situation and stay in close
communication with stakeholders until the job is done.
5. Responsiveness: There is nothing more frustrating than waiting for a leader to respond to
your query. High-integrity leaders are good time managers and will either respond immediately
and/or will inform you when they can get back to your issue. If the situation is a crisis, they will
be there for you.
6. Doing the right thing: High-integrity leaders have strong moral principles. You can
count on them do the right thing, at the right time and for all the right reasons. These leaders
have high personal standards and hold their team members and their corporation to the same high
standards. They then assess each decision and action against their organizational standards.
7. Respectfulness: Respect is earned and is done so by showing respect and an acceptance
toward others. Respecting others means understanding different values and beliefs, recognizing,
accepting and developing the skills of others and including all employees as part of the team.
Respect also means communicating and interacting with individuals by putting them on the same
playing field.
8. Accessibility: High-integrity leaders are physically present and make themselves
available and accessible to their staff. They interact with and invite employees to share their
issues; they are always available to stop and listen.
9. Transparency: High-integrity leaders ensure their actions are "seen" as trustworthy and
create a sense of certainty rather than uncertainty. They exhibit openness with respect to
information, finances and various operational transactions and business dealings. When
examined by others, their actions lead to trusting relationships.
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Whether a single lapse of integrity and/or as a continuous way of doing business, unethical, non-
integrity leadership behaviour not only has the power to ruin a career, but it has the power to
totally destroy an organization. When integrity is destroyed, confidence goes by the wayside and
may never ever return.
Objective(iii) : To evaluate the ethical lapses influencing Integrity of a Leader
Some of the research results were surprising and disconcerting: Social intelligence was the
most important factor for success in the middle of the organization. Middle managers must take
the vision of those at the top of the organization and communicate it to their subordinates. They
have pressures coming at them from all sides direct reports, colleagues in management, and
people above them in the hierarchy. They need the ability to get along, read other people, and
smooth over differences. But at the top of the organization, integrity and bravery were more
and in hand. Integrity is needed when deciding what action should
most vital of the two character strengths at the top was integrity.
Figure: 5 : Charater Elements In a Leader with Integrity: Source; Designed by Prof
Dr.C.Karthikeyan, Concept source; Barbara Bowes
Ethical lapses make the organizations sinks however integrity is the key criteria in determining
success by top executives. understanding the people and situations around them is key.
leaders have trouble
and damage the face of the organistion.So the researchers state that four character elements that
have repeatedly been shown to be important: integrity, bravery, perspective, and social
intelligence.
Integrity
Bravery
Broad Business Perspective
Social Awareness
Social Intelligence
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Leaders with integrity walk the talk. They are consistent, honest, moral and trustworthy. Their
by their colleagues, their
bosses or the public and inevitably that will lead to problems.
Bravery is also vital for leadersreat or difficulty. It can
be lonely at the top or any level for leaders and they need the courage to take the lead on
unpopular actions.
Top-level executives need a broad business perspective to understand the environment in
which the organization is competing. Middle managers need perspective to engage effectively in
change and strategy formulation.
Social awareness is the awareness of the motives and feelings of yourself and others around
you. Because managers collaborate with others, this is a vital facility.
Objective;(iv): To examine whether Organisation Culture starts with the leader and it
indirectly influences Integrity in Leaders and organisation
Integrity seeks to understand all perspectives, and weigh consequences before making a decision.
Companies succeed or fail based upon the integrity of its leaders and employees. Integrity is the
basis for trustthe gauge through which we read and commit to action. Hardwire Integrity into
the Culture. You can hardwire integrity into the culture in three ways: It all starts with the
leader. Of course it all starts with the leader and if the leader can't walk the talk on values and
ethics, then it matters not what the rest of the team are doing, because it is the leader who sets the
tone. Keeping the promise and mostly this occurs not because leaders are disingenuous with
their promises, but mainly because of procrastination. The trouble with procrastinating on a
promise is by the time you get around to following through, you have already lost the trust and
confidence of your team. Leaders decision making. Just one badly skewed decision can result
in losing the respect of the team forever. Being non-judgemental. The trick here is to do
something about unwanted behaviors but to still care for the person in a non-judgmental way.
Giving credit where it's due. The leader even if headed up or initiated a project or piece of
work, the credit needs to go to the team who got the result. Leaders honesty in communication.
When leaders aren't straight, the team almost always find out, with disastrous results in destroyed
trust. Improvising face to face Conversations. Leaders needs to have conversation with
themselves, asking themselves the hard questions of personal accountability, grounded in
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truthfulness to oneself and all others involved. If leaders can adhere to values, feel that power in
the conviction of their words and actions is what is personal strength and courage, trust is
grounded within the self-assured knowledge of their ability to adhere to their convictions. No
Leaders also need to expand
conversations across all boundaries and seek honest perspectives concerning how we live
integrity through corporate responsibility, accountability, and leadership direction.
Improvising functional Transparency. Transparencybeing free of all pretense and deceit
paves the way to open dialogue based upon trust in management and in the information. Good
business is predicated on solid principles. Businesses are comprised of many interconnected
departments, each dependent upon the flow, accuracy, and transparency of disseminated
information. Transparency is essential when you are setting a new course or desiring to improve
productivity and profitabi
small and then snowballs. As more decisions are made based on the dishonest approach, the
snowball gains speed and mass until it becomes unmanageable and systems begin to fail.
Transparency keeps us honest. Expressing open-mindedness improves freedom from bias,
prejudice, and malice. Organisation candor enables us to listen receptively to other perspectives
while engaging in interactive dialogue. Dynamic leaders appreciate the contribution of others.
They leave their egos behind, harnessing the power of being secure within themselves while
trust, and candor fosters openness.
Objective: (v) : To evaluate what Leader Integrity means at Leadership Levels.
Leader Integrity is one of the fundamental values that a leader demonstrates sound moral and
ethical principles at work. Leaders with integrity lives in relationships with coworkers,
customers, and stakeholders and displays honesty and trust with integrity. The leaders with
integrity act with honor and truthfulness which are the basic tenets in a person with integrity.
Leaders who demonstrate integrity draw others to them because they are trustworthy and
dependable. They are principled and can be counted on to behave in honorable ways even when
no one is watching.The CEO of the company kept the employees up-to-date .The Ceo take a 10%
pay cut so that the company could avoid layoffs or furloughs for the time being. If you work in
an organization that values empowerment, for example, you are unafraid to take thoughtful
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risks. You are likely to identify and solve problems. You are comfortable making decisions
without a supervisor looking over your shoulder.Employees who thrive in this empowered
environment will do well. If you like waiting for someone to tell you what to do, you will fail if
empowerment is the expectation and value of your organization. Leaders in an organization
that values transparency, you can expect to know what is happening across the company. You
will know and understand the goals, direction, decisions, financial statements, successes, and
failures.Employees who don't want all of this information; may not fit the organization's
culture or meet the expectation that, having the information, they will use it. if your
organization values a high level of teamwork, they will ask employees to work in teams,
develop products by teams, and think of departments as teams. Additionally, because the
organization values relationships and a cohesive approach to working together with employees, it
will sponsor employee activities and events for employees and for employees and their families.
a loner kind of person who wants to work alone in your cubicle, you are not likely a good fit for
this work environment. Finally, a work culture that values responsibility and
accountability must hire employees who are willing to be responsible for output and outcomes.
It doesn't need people who make excuses, finger point and fail to hold each other accountable. It
needs people who are willing to call coworkers out for such problems as missing deadlines,
coming unprepared to meetings, or spreading misery and negativity.
Conclusions and Suggestions:
This research article concludes that integrity is the most important among the Leaders
traits:
behavior and interaction with others. Studies of leadership have produced theories involving
character traits, situational interaction, function, behavior, power, vision and values, charisma,
and intelligence, among others. Somebody whom people follow: somebody who guides or
directs others. The most important trait in a good leader is integrity. A person of integrity lives
bound sound principles and motivates through ethical behavior. Integrity is the most important
trait of leadership in our society because regardless of what other beneficial characteristics exist,
people will not follow someone unless they have established trust with them. Become a fair
witness. To be a fair witness means to report your experience as accurately and neutrally as
possible. The more emotional attachment you have to something, the more challenging it is to be
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a fair witness of that thing; most of us are very emotionally attached to ourselves and our own
success. Reflect on your actions, your strengths and weaknesses, your mistakes and successes, as
though you are this impartial third party. What would he or she say about how you show up?.
Invite feedback. People who want to be fully self-aware know that none of us can see ourselves
entirely clearly without the aid of others. If you want to have a more accurate sense of how you
are operating in the world, build a small group of people who know you well, see you clearly,
want the best for you and are willing to be totally honest with you in the service of that.
Listen
self-awareness. If you can learn to listen fully, without filtering what you hear through your pre-
existing notions, you will find that everyone around you is continually giving you clues both
subtle and overt
impacting them.
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