Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity

Craig, S. Bartholomew; Gustafson, Sigrid B.

doi:10.1016/s1048-9843(98)90001-7

Cited by 211 publications

(189 citation statements)

References 23 publications

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“…Most of the behaviours of an abusive leader evident in this research are also present in one way or another in the current literature on abusive leadership (e.g. Ashforth, 1994Ashforth, ,1997Bamberger and Bacharach, 2006;Baron and Neuman, 1998;Craig and Gustafson, 1998;Duffy et al, 2002;Keashly, 2001;Keashly et al, 1994;Tepper, 2000;Vaez et al, 2004;Robinson and Bennett, 1995). For example, some the behaviours identified in our research align with Kellerman's (2004) seven types of bad leadership.…”

Section: Discussion a Model Of Abusive Leadership Defining Abusive Lsupporting

confidence: 80%

Young workers' experiences of abusive leadership

Starratt

Grandy

2010

Leadership & Org Development J

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Purpose -The purpose of this paper is to develop a model of abusive leadership as experienced by young workers. Abusive leadership is understood to be subjective and as such this research seeks to explore the experience of abusive leadership through a qualitative approach. Design/methodology/approach -Drawing on interviews with 30 young workers who identified themselves as having a "bad" boss, this study employs a constructivist grounded theory approach in order to identify behaviours, moderators and outcomes of abusive leadership. Findings -A definition and model of abusive leadership as experienced by young workers is proposed. The model details 11 behaviours, five moderators and six individual and two organizational outcomes of abusive leadership. Originality/value -The adoption of a constructivist grounded theory approach reveals several unique factors that moderate the relationship between behaviors and outcomes of abusive leadership in young workers. By grounding the model in the actual experiences of young workers, the paper offers possibilities for future research on abusive leadership and young workers and across demographic groups.

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Section: Discussion a Model Of Abusive Leadership Defining Abusive Lsupporting

confidence: 80%

Young workers' experiences of abusive leadership

Starratt

Grandy

2010

Leadership & Org Development J

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“…The PLIS has been found valid and reliable, with Cronbach's alpha internal consistency estimates greater than .84 (Craig & Gustafson, 1998). Total scores ranged from 0 to 90 with higher scores indicating higher level of perceived integrity of women in management.…”

Section: Methodsmentioning

confidence: 93%

Attitude towards Women in Managerial Positions: A study among Undergraduate Students of the University of Ghana

Addai¹,

Ofori²,

Bioh³

et al. 2017

IJELS

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“…Transformational leadership occurs when goal value of a leader such as integrity, respect and justice is adopted by subordinates (Kuhnert and Lewis [25]. Construct used to measure the CEO ethical integrity is the Perceived Leader Integrity Scale (PLIS) developed by Craig and Gustafson, [26]. This is a subordinate instrument that quantifies perception of behavior style a leader.…”

Section: Ethics Integritymentioning

confidence: 99%

Strategy Formulation And Csr Implementation On Company Performance(Study At Industrial Area Makassar)

Yusuf¹

2013

IOSR-JBM

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Perceived leader integrity scale: An instrument for assessing employee perceptions of leader integrity

Cited by 211 publications

References 23 publications

Young workers' experiences of abusive leadership

Young workers' experiences of abusive leadership

Attitude towards Women in Managerial Positions: A study among Undergraduate Students of the University of Ghana

Strategy Formulation And Csr Implementation On Company Performance(Study At Industrial Area Makassar)

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