Integrity's place among the character strengths of middle-level managers and top-level executives |
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Authors: | William A Gentry Kristin L Cullen John J Sosik Jae Uk Chun Christopher R Leupold Scott Tonidandel |
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Institution: | 1. Center for Creative Leadership, USA;2. The Pennsylvania State University, USA;3. Korea University, Republic of Korea;4. Elon University, USA;5. Davidson College, USA |
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Abstract: | One purpose of this study was to extend integrity research in organizations into the ranks of middle management. We therefore examined whether middle-level managers' behavioral manifestations of integrity related to ratings of their performance. Results of hierarchical regression analysis indicated that direct report ratings of a middle-level manager's integrity were positively related to boss ratings of that manager's performance. A second purpose of this study was to understand differences in integrity's relative importance to performance among other character strengths, and as a function of context (e.g., managerial level). We extend research in this area by showing, through relative weight analysis, that integrity was relatively less important to middle-level managers' current performance compared to other character strengths (e.g., social intelligence). In contrast, integrity was relatively more important for the performance of top-level executives — roles middle-level managers may hold in the future. Implications of these results for future research and practice as well as the current study's limitations are discussed. |
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