Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance

The literatures on both authentic leadership and behavioral integrity have argued that leader integrity drives follower performance. Yet, despite overlap in conceptualization and mechanisms, no research has investigated how authentic leadership and behavioral integrity relate to one another in driving follower performance. In this study, we propose and test the notion that authentic leadership behavior is an antecedent to perceptions of leader behavioral integrity, which in turn affects follower affective organizational commitment and follower work role performance. Analysis of a survey of 49 teams in the service industry supports the proposition that authentic leadership is related to follower affective organizational commitment, fully mediated through leader behavioral integrity. Next, we found that authentic leadership and leader behavioral integrity are related to follower work role performance, fully mediated through follower affective organizational commitment. These relationships hold when controlling for ethical organizational culture.

Research on Behavioral Integrity: A Promising Construct for Positive Organizational Scholarship

Behavioral integrity (BI) is the perception that another person, group, or entity lives by his word—delivers on promises and enacts the same values he espouses. This construct is more basic than trust or justice, and is typically measured as the perceived pattern of alignment between words and deeds. Empirical studies have shown it to have powerful positive consequences for the attitudes and performance of followers, managers, and organizations, and also that BI moderates the impact of other leader behaviors on these outcomes. Only a few studies have examined antecedents, and fewer still have examined moderated antecedents. Although initial terrain has been sketched out by early studies, there is much yet to learn about the workings of this high-potential construct.