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  1. The Impact of Perceived Leader Integrity on Subordinates in a Work Team Environment.Darin W. White & Emily Lean - 2008 - Journal of Business Ethics 81 (4):765-778.
    Over the last decade, the increased use of work teams within organizations has been one of the most influential and far-reaching trends to shape the business world. At the same time, corporations have continued to struggle with increased unethical employee behavior. Very little research has been conducted that specifically examines the developmental aspects of employee ethical decision-making in a team environment. This study examines the impact of a team leader’s perceived integrity on his or her subordinates’ behavior. The results, which (...)
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  • The Savage Mind.Alasdair MacIntyre & Claude Levi-Strauss - 1967 - Philosophical Quarterly 17 (69):372.
    "Every word, like a sacred object, has its place. No _précis_ is possible. This extraordinary book must be read."—Edmund Carpenter, _New York Times Book Review _ "No outline is possible; I can only say that reading this book is a most exciting intellectual exercise in which dialectic, wit, and imagination combine to stimulate and provoke at every page."—Edmund Leach, _Man _ "Lévi-Strauss's books are tough: very scholarly, very dense, very rapid in argument. But once you have mastered him, human history (...)
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  • Behavioral Integrity: How Leader Referents and Trust Matter to Workplace Outcomes. [REVIEW]Rangapriya Kannan-Narasimhan & Barbara S. Lawrence - 2012 - Journal of Business Ethics 111 (2):165-178.
    Behavioral integrity (BI) is the alignment pattern between an actor’s words and deeds as perceived by another person. Employees’ perception that their leader’s actions and words are consistent leads to desirable workplace outcomes. Although BI is a powerful concept, the role of leader referents, the relationship between perceived BI of different referents, and the process by which BI affects outcomes are unclear. Our purpose is to elaborate upon this process and clarify the role of different leader referents in determining various (...)
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