Journal of Business Ethics

, Volume 107, Issue 3, pp 255–264

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


DOI: 10.1007/s10551-011-1036-1

Cite this article as:
Leroy, H., Palanski, M.E. & Simons, T. J Bus Ethics (2012) 107: 255. doi:10.1007/s10551-011-1036-1


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.


Affective organizational commitment Authentic leadership Behavioral integrity Ethical organizational culture Work role performance 

Copyright information

© Springer Science+Business Media B.V. 2011

Authors and Affiliations

  • Hannes Leroy
    • 1
  • Michael E. Palanski
    • 2
  • Tony Simons
    • 3
  1. 1.Research Center of Organization StudiesKatholieke Universiteit LeuvenLeuvenBelgium
  2. 2.Rochester Institute of TechnologyRochesterUSA
  3. 3.Cornell UniversityIthacaUSA

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