Determinants of follower perceptions of a leader's authenticity and integrity
By: FIELDS, Dail L
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Material type: 
ArticlePublisher: Oxford, UK : Elsevier, June 2007European Management Journal 25, 3, p. 195-206Abstract: This study proceeds from the perspective that a leaders authenticity and integrity must be recognizable to the members of a work unit in order for these qualities to make a difference in the degree or nature of the leaders influence. The study builds from previous studies in cognitive and social psychology to develop and apply a model of person perception. The study examines how actions and attributes of a leader and aspects of the situation in which leaders and followers interact may affect the agreement among followers concerning the authenticity and integrity of a leader. Propositions are developed for empirical testing in future research
This study proceeds from the perspective that a leaders authenticity and integrity must be recognizable to the members of a work unit in order for these qualities to make a difference in the degree or nature of the leaders influence. The study builds from previous studies in cognitive and social psychology to develop and apply a model of person perception. The study examines how actions and attributes of a leader and aspects of the situation in which leaders and followers interact may affect the agreement among followers concerning the authenticity and integrity of a leader. Propositions are developed for empirical testing in future research
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