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dc.contributor.authorSimons, Tony
dc.date.accessioned2020-09-10T15:27:25Z
dc.date.available2020-09-10T15:27:25Z
dc.date.issued2014-12-03
dc.identifier.other6535349
dc.identifier.urihttps://hdl.handle.net/1813/71127
dc.description.abstractA suite of studies demonstrates the importance of managers’ acting in keeping with their verbalized commitments and stated beliefs. While this seems to be a logical proposition, the studies explained in this paper demonstrate some of the challenges that arise from conflicting priorities and how to address those conflicts. Although the studies were conducted in the healthcare, hospitality, and aerospace industries, as well as in Belgium and the United States, the results highlight the principle that applies to all industries. Management consistency in speech and action promotes employees’ performance and corporate outcomes. At the same time, perceived management hypocrisy is actively destructive of workplace attitudes and performance.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Cornell University. This report may not be reproduced or distributed without the express permission of the publisher
dc.subjectbehavioral integrity
dc.subjectmanagement leadership
dc.subjectmodeling
dc.titleWhat Message Does Your Conduct Send? Building Integrity to Boost Your Leadership Effectiveness
dc.typearticle
dc.description.legacydownloadsSimons_202014_20What_20message.pdf: 486 downloads, before Aug. 1, 2020.
local.authorAffiliationSimons, Tony: tls11@cornell.edu Cornell University


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