Integrity in Leadership Style Context: A Review

Adis Imam Munandar, Muhammad Zuchri Nasuha Lubis

School of Strategic and Global Studies, University of Indonesia, Jl. Salemba Raya 4, Jakarta, Indonesia

Keywords: Continuum of Integrity, Ethical, Leadership style.

Abstract: Integrity is the center of leadership. Leadership style has a theoretical or contextual foundation that has a

relationship with integrity. This study aims to analyze the continuum of integrity in leadership style. Five

leadership styles, including adaptive leadership, servant leadership, transformational leadership, ethical

leadership, and authentic leadership, are examined in relation to integrity. The research conducted with

literature review method in the form of context, theory, instrument, and character of leadership style that have

a relationship with integrity. The results showed ethical leadership has the highest degree of continuum

integrity while adaptive leadership has the lowest degree of continuum integrity. In the public sector,

especially the government, it is more favorable to develop ethical leadership.

1 INTRODUCTION

The development of the corruption level in Indonesia

remains on ranks 89th in the world and yet still far

behind Singapore (3) and Malaysia (69) based on the

Corruption Perception Index (CPI) report in 2018

(Transparency International, 2019). Despite the

increasing number of arrests from elite politicians by

the Indonesian anti-corruption commission, the level

of Indonesian state political corruption stays high

(Mietzner, 2015). It shows that there is an error in the

party's financial system (Mietzner, 2015), also due to

unclear leadership (Von Luebke, 2010).

Weak leadership extends corruption. Various

literature relates to corruption with weak leadership

(Imhonopi and Ugochukwu, 2013; Owoye and

Bissessar, 2014). Leadership becomes the spearhead

of corruption eradication, in addition to a support

system.

One of the main characters in leadership is

integrity (De Braine and Verrier, 2007; Grahek,

Thompson and Toliver, 2010; Mihelic, Lipicnik and

Tekavcic, 2010; Liborius, 2017). Integrity has to be

based on morally justifiable principles. One does not

have integrity as a virtue by taking any value as a

reference. Integrity means acting on the ideas that

exist in the value system, adherence to moral and

ethical principles, healthy moral character, honesty,

personal value systems and values that are

implemented (Storr, 2004; Goldman Schuyler, 2010;

Bauman, 2013).

Previous studies have linked leadership style with

the character of integrity, transformational leadership

with integrity (Harrison, 2011; Clarke, 2013;

Liborius, 2017), ethical leadership with integrity

(Mihelic, Lipicnik and Tekavcic, 2010; Engelbrecht,

Heine and Mahembe, 2017), and authentic leadership

with integrity (Leroy, Palanski and Simons, 2012;

Peus et al., 2012). A study by Arredondo Trapero &

Maldonado de Lozada, (2010) only compared the

degree of integrity of transformation leadership with

transactional leadership. This study is in the form of

analyzing the continuum of integrity from the five

existing leadership styles, namely authentic

leadership, adaptive leadership, servant leadership,

transformational leadership, and ethical leadership.

2 METHOD

This study utilizes the literature review method as

many as 40 previous journals that have been selected

due to the links with the concept of integrity. First, the

structure of the first review and the content or context

of the leadership style were extracted to summarize

the relationship with integrity. Second, we consider

the theory or approach that explains the leadership

style of its purpose to describe the theory that

develops into the leadership style integrity behavior.

Third, reviewing leadership style measurement

instruments that provide insight into integrity.

Munandar, A. and Lubis, M.

Integrity in Leadership Style Context: A Review.

DOI: 10.5220/0009399800620069

In Proceedings of the 1st International Conference on Anti-Corruption and Integrity (ICOACI 2019), pages 62-69

ISBN: 978-989-758-461-9

Finally, reviewing the character or characteristics of

leadership style related to integrity.

3 LITERATUR REVIEW

The use of integrity in the leadership literature varies.

Some integrity discussions define integrity as a

common moral concept, while others interpret it as

honesty, trust, and authenticity (Bauman, 2013).

Another discussion claims that "moral character" is

an important characteristic of an effective leader.

Integrity has a prevalent meaning in regard to

moral honesty and/or integrality. Integrity in the

philosophy has two general meanings namely i) one's

personal integrity consistently acts based on

commitment, regardless of its ethical content, and ii)

individuals who have a solid commitment to

appreciate others and consistently behave

respectfully (Bauman, 2013). Previous studies also

linked integrity with leadership (Storr, 2004;

Goldman Schuyler, 2010; Day et al., 2014; Zaker,

Nawaz, and Khan, 2016). In brief, integrity regarding

moral concepts can be seen in Table 1 below:

Table 1: Breakdown of integrity as a moral concept.

Definition of

moral integrity

Observation

result of

consistent moral

behavior

The

cognitive

structure

which

generates

integrity

A leader with

moral integrity

consistently

behave under

moral values

across situations

A leader with

moral integrity is

a morally

trustworthy

leader

Identity-

conferring

commitments

to moral

values

Source: (Bauman, 2013)

Various theories of leadership and academic

literature occasionally seem difficult for practitioners

to comprehend due to the complex

conceptualizations, unclear terms, and variety (Van

Wart, 2013). Development of effective leaders and

leadership behaviors is a major concern in all types of

organizations (Day et al., 2014).

There are various styles of leadership produced by

several studies, including servant leadership,

transformational leadership, adaptive leadership,

ethic leadership, and authentic leadership. The

servant leadership style was coined by Greenleaf

(1970), and transformational leadership by Bass

(1985), adaptive leadership by Heifetz (1994), ethic

leadership began by Cuila (1998) and the

development of transformational leadership became

authentic leadership by Chan (2005).

In servant leadership, one is striving to be both a

leader and a servant (Greenleaf, 1970). Servant

leadership provides the perspective of the leader and

his behavior (van Dierendonck, 2011). Focus on

follower issues, empathy, empowering, developing

capacity, and caring for followers. It is in contrast to

transformational leadership that gives attention to

charismatic and effective. Transformational

leadership emphasizes on intrinsic motivation and

follower development, which is in line with the needs

of the current working group, which wants to be

inspired and empowered to succeed during

uncertainty (Riggo and Bernard M, 2010).

In adaptive leadership, instead of seeing leaders as

saviors who solve people’s problems, they

conceptualize leaders as people who play the role of

mobilizing people to overcome difficult issues. An

adaptive leader encourages others to confront tough

challenges, giving them the necessary place or

opportunity to acquire new ways in dealing with the

inevitable changes upon perceptions, assumptions,

attitudes, beliefs, and behaviors that they may face

when controlling real problems (Useem, 2010) —

whereas authentic leadership uses an intrapersonal

approach, showing sincere leadership, leading from

beliefs, and originals, not copies. This perspective

emphasizes the life experience of a leader and the

meaning attached to these experiences as important

for the development of authentic leaders (Northouse,

2010).

4 RESULT AND DISCUSSION

The utilization of integrity in various leadership

literature varies. Some people describe integrity as a

common moral concept, while others define it in more

details and relate it with honesty, trust, and

authenticity (Bauman, 2013). There was an emerging

idea which stated that “moral character" as a key

characteristic of effective leaders and it did not use

the word "integrity," another discussion of ethics and

morality is included when developing leadership

theory (Bauman, 2013). The discussion on the

Continuum of integrity in leadership style begins by

looking at the concepts/lessons, approaches/theories,

instruments, and characters of each leadership style.

Adaptive leadership is concerning on how leaders

drive people to adapt, to confront and deal with

problems, challenges, and changes (Yukl and

Mahsud, 2010). Adaptive leadership focuses on the

Integrity in Leadership Style Context: A Review

adaptations that people need to respond to changing

environments. As for some techniques can be applied

such as create a personal link with everyone; act fast,

don't wait for perfection; make the organization the

top priority and set direction by giving people

freedom of creation (Useem, 2010).

Adaptive leadership is more focus on followers.

Adaptive leadership deals with how people shift and

adapt to new circumstances. It can be seen as a

practice of mobilizing people to overcome difficulties

and developing challenges "(Heifetz, Grashow, and

Linsky, 2009). The purpose of adaptive leadership is

to push people to transform and discover new ways of

life so they can do well and grow. In short, adaptive

leadership is the behavior of the leaders and the

actions they lead to push others to outgrow and

resolve important changes in their lives.

The situational approach can explain the strategies

and behaviors that encourage learning, creativity, and

adaptation in complex organizational systems.

Adaptive leadership is described as a complex

process that appears to produce an adaptive change in

social systems (Northouse, 2018). In brief, adaptive

leadership can be seen in Table 2.

Table 2: Breakdown of adaptive leadership.

Information Adaptive Leadership

Concept An adaptation that people need to

respond to the changes in the

environment

Approach/Theory Situational approach

Instrument Adaptive leadership questioner

360 (Northouse, 2018)

Character Mobilize, organize, motivate,

orient, and focus the attention of

others

The next leadership style is servant leadership.

This leadership style lacks institutional power and

control (Greenleaf, 1970). Servant leadership is

unique because it makes altruism a major component

of the leadership process in line with the degree of

integrity (Brewer, 2010). Servant leadership operates

from altruistic patterns. These leaders have a high

level of integrity, and the compatibility between the

values held and enforced provides a basis for moral

authority (Parris and Peachey, 2013). These leaders

also invite supervision from others who have

permission to question their motives and challenge

leaders to use power based on their position

(Whittington, 2017).

Servant shows strong moral behavior towards

followers, organizations, and other stakeholders

(Ebener and O'Connell, 2010). Everyone can learn to

be a serving leader. This shows the relationship with

the integrity of the leader. The relationship of

followers with leaders includes ethical and belief

aspects. Trust is built with utmost honesty and

openness, keeps actions consistent with values, and

shows trust in followers (Focht and Ponton, 2015).

Various questionnaires have been developed to

measure servant leadership (Van Dierendonck and

Nuijten, 2011; Gini and Green, 2014; Liden et al.,

2015). Servant Leadership Questionnaire (SLQ)

arranged by measuring seven main dimensions of

servant leadership; conceptualization, emotional

healing, prioritizing followers, helping followers

grow and succeed, behave ethically, empower, and

create value for society (Liden et al., 2015). The

various questionnaires use judgments about the

integrity, authenticity, and stewardship of leaders.

Characteristics include trust, integrity, comfort

with ambiguity, and openness to change. Integrity and

humility are very important to turn into serving

leaders who in turn are needed to "empower, and

develop others in carrying out the tasks and processes

of vision, goal setting and leading (Spears, 2010;

Beekun, 2012; Mittal and Dorfman, 2012; Davis,

2017). Broadly speaking, servant leadership can be

seen in Table 3.

In the Transformational leadership style, the

research focus has been developed since the early

1980s. Transformational leadership is part of the

paradigm of "New Leadership," which interest in

charismatic and affective (Rolfe, 2011).

Transformational leaders play an important role in

accelerating change; followers and leaders are

engaged in the transformation process.

Transformational leadership is more expanded and

refined based on giving more attention to the needs of

followers than the needs of leaders, by suggesting that

transformational leadership can be applied to

situations where results are not positive (Riggo and

Bernard M, 2010).

Table 3: Breakdown of servant leadership.

Information Servant Leadership

Concept Identity-conferring commitments

to moral values

Approach/Theory Servant leadership approach

Instrument SLQ with dimensions;

conceptualization, emotional

healing, prioritizing followers,

helping followers grow and

succeed, behave ethically,

empower, and create value for

society (Liden et al., 2015)

Character Listening, healing, empathy,

persuasion, conceptualization,

awareness, foresight,

ICOACI 2019 - International Conference on Anti-Corruption and Integrity

stewardship, commitment to

people growth, and building.

Bass (1985) argues that transformational

leadership encourages followers to do more than

expected by (a) increasing the level of follower

awareness regarding the importance and goals value

that is determined and idealized, (b) getting followers

to go beyond themselves - interests for the team or

organization, and (c) mobilize followers to meet

higher level requirements. The elaboration of the

dynamics transformation process is provided in

transformational and transactional leadership models

(Bass, 1985).

Transformational leadership can be judged

through the use of the Multifactor Leadership

Questionnaire (MLQ), which evaluates leader

behavior in seven areas; ideal influence (charisma),

intellectual stimulation, inspirational motivation,

individual consideration, contingent gifts, exception-

management, and laissez-faire (Northouse, 2018).

The results showed that transformational leaders

are considered to have more integrity and are more

effective than non-transformational leaders

(Arredondo Trapero and Maldonado de Lozada,

2010). Transformational leaders, especially those

who have the inspirational motivation and intellectual

stimulation, are more likely to behave ethically in

organizational activities (Harrison, 2011; George

Ogbonna, 2013; Hutchinson and Jackson, 2013;

Mccleskey, 2014; Banks et al., 2016). In brief,

transformational leadership is seen in Table 4.

Table 4: Breakdown of Transformational leadership.

Information Transformational Leadership

Concept/lessons A major and important role of

leaders is to facilitate change—

both the mission and vision, as

well as the values and culture;

Leaders do not have to know

exactly what the change must

be—only that it is needed and

that there are different ways of

achieving it. (Van Wart, 2013)

Approach/Theory Transformational leadership

theory

Instrument MLQ idealized influence

(charisma), motivation,

inspirational intellectual

stimulation, individual

contingent gifts, management-

exceptions, consideration, and

laissez-faire.

Character Idealized influence; Intellectual

stimulation; Inspirational

motivation; Individualized

consideration (Bass and Avolio,

2004)

The following leadership style is authentic

leadership. Authentic leaders are able to assess

ambiguous ethical issues, view from a variety of

perspectives, and align decisions with their own

moral values. Authentic leaders have the potential to

act ethically because they have an internalized moral

perspective and commitment to core ethical values

((Gardner et al., 2011; Avolio and Mhatre, 2012).

Dedication to this moral life is demonstrated through

efforts to achieve integrity behavior from time to time

and serves as an important antecedent of ethical

leadership and authentic leadership behavior.

The definition of authentic leadership has been

proposed by previous research (Yukl and Mahsud,

2010; Avolio and Mhatre, 2012). The definitions are

diverse but emphasize the importance of the leader's

integrity. The authentic leader has positive core

values (e.g., honesty, fairness, kindness,

accountability, and optimism) that motivate them to

do what is right and fair for their followers. These

leaders create special types of relationships that

include high mutual trust, transparency, shared goals,

and an emphasis on the welfare and development of

the followers.

The behavior of the core components includes

keeping the leader's actions consistent with the values

adopted and actual, articulating interesting visions,

modeling appropriate behavior, and expressing

optimism and encouragement when there are

problems in achieving task objectives (Peus et al.,

2012; Northouse, 2018 ). Most researchers described

authentic leaders as being honest with themselves and

showing a high level of moral integrity (Luthans &

Avolio, 2003). The moral integrity of authentic

leaders is established when their values are aligned

with their behavior in the course of time and cross

various situational challenges.

The instrument developed in the form of

Authentic Leadership Questionnaire (ALQ) was

created by Walumba and the colleagues (Walumbwa

et al., 2008). ALQ identifies and measures four main

authentic leadership’s components; self-awareness,

internalized moral perspectives, balanced processing,

and relational transparency (Walumbwa et al., 2008;

Northouse, 2018). In addition, researchers have

discovered that authentic leadership is affected by a

leader's positive psychological capacity, moral

reasons, and critical life events. Furthermore,

authentic leadership has several positive features

(Leroy, Palanski, and Simons, 2012). An outline of

authentic leadership is shown in Table 5.

Integrity in Leadership Style Context: A Review

Table 5: Breakdown of Authentic leadership.

Information Authentic Leadership

concept Identity-conferring commitments

to moral values

Approach/Theory Authentic leadership theory

Instrument Authentic Leadership

Questionnaire (ALQ)

Character Inclusion, integrity,

collaboration, transparency, and

courage. Authenticity is directly

connected to morality.

The last explanation about ethical leadership. One

of the earliest writings focusing on ethical leadership

began in 1996, then appeared in ethics as the Heart of

Leadership (Ciulla, 1998). Ethical leadership uses an

ethical theory which serves a set of fundamental

guide for leaders in the decision-making process,

especially about how they have to act and how to be

morally feasible (Northouse, 2018).

Eisenbeiss' study (2012) analyzed the similarities

between Western and Eastern moral philosophies and

ethical principles of world religions, from ethical

leadership, has four central ethical orientations: (1)

human orientation, (2) responsibility orientation

responsibility and sustainability, (3) justice

orientation, and (4) moderation orientation. The

principle of leadership leads to integrity.

Empirical studies have also shown a joint

relationship between leader integrity and work

engagement through the mediating role of ethical

leadership (Engelbrecht, Heine, and Mahembe,

2017). The constructs of ethical leadership think

about the long-term consequences, weaknesses, and

benefits of the decisions they make in organizations

(Brown and Mitchell, 2010; Lawton and Páez, 2015).

Ethical leaders are humble, strive for justice, care

for the greater good, take responsibility, and

appreciate each individual (Mihelic, Lipicnik and

Tekavcic, 2010). Ethical leaders set high ethical

standards and act accordingly. Ethical leaders

influence organizational ethical values through

behavior. Leaders function as role models for their

followers and demonstrate the limits of behavior set

in an organization (Northouse, 2018). Ethical

leadership is considered honest, courageous,

trustworthy, and promotes integrity. The more leaders

"walk the talk," by translating internalized values into

action, the higher the level of trust and respect that

results from the followers.

The ethical leadership measurement developed by

Craig and Gustafson (1998), namely the Perceived

Leader Integrity Scale (PLIS), which is extracted

from utilitarian ethical theory. The PLIS seeks to

evaluate the leader's ethics by measuring the extent to

which coworkers see it acting according to rules that

will generate the greatest good for the greatest

number of people. An outline of ethical leadership

can be seen in Table 6.

Table 6: Breakdown of Ethical leadership.

Information Ethical Leadership

Concept/lessons Leading with values; Good

leaders know themselves and

emphasize the positive; Leaders

demonstrate integrity; Good

leaders know how to lead

through spirit, service, sacrifice,

and sustainability (Van Wart,

2013)

Approach/Theory Ethical leadership theory

Instrument PLIS (Craig and Gustafson,

1998)

Character Integrity, ethical awareness, and

community/ people orientation

Based on the explanation of the various leadership

styles that exist from adaptive leadership to ethical

transformation, the conclusions can be drawn

regarding the continuum of integrity from the aspects

of the concept, theory, instrument, and character.

Ethical leadership has the highest degree of integrity

based on existing literature studies. They are starting

from the concept of the formation of ethical

leadership that refers to moral values. This is related

to integrity. Likewise, the developing theories,

instruments, and characters that were raised by

several previous researchers. Ethical leadership and

authentic leadership have basic similarities, so

authentic has a high degree of integrity. In contrast to

adaptive leadership which focuses more on adjusting

to the internal and external environment, the

connectedness with the concept of integrity is quite

low, so it has a low degree of integrity.

Servant leadership focuses on the service to their

followers whereas transformational leadership

focuses on inspiring their followers to achieve their

desired vision. Based on the theory and formed

instruments and characters, transformational

leadership has a fairly high degree of integrity

compared to servant leadership. According to the

existing concepts, theories, instruments, and

characters, the continuum of integrity in leadership

style can be designed as shown below.

Figure 1 Continuum of integrity in leadership style

ICOACI 2019 - International Conference on Anti-Corruption and Integrity

5 CONCLUSIONS

Yahaya & Ebrahim's (2016) empirical study proved

that there is a correlation between leadership style and

organizational commitment. This encourages

organizations to develop leadership styles that are

appropriate for their conditions. Another empirical

study by Arredondo Trapero & Maldonado de Lozada

(2010) pointed out different levels of integrity in

testing different leadership styles. The leader style

shows the main values that are carried on the leader.

There is a continuum of the leadership of the highest

leadership style in ethical leadership. In public

services, especially the government sector needs to

encourage ethical leadership. Further research may

conduct empirical studies by testing the continuum of

integrity in leadership.

ACKNOWLEDGMENTS

This research was supported by the University of

Indonesia Directorate of Research and Community

Service (DRPM) through the PITMA B grant

(International Publication Indexed Selection of

Masters Students) on the fiscal year of 2019-2010 No:

NKB-1036 / UN2.R3.1 / HKP.05.00 / 2019.

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