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Corporate American Employees Prefer Transformational Leaders with Integrity and Trust

Author

Listed:
  • Dhar Ramdehal

    (Collins College of Professional Studies, St. John’s University, Queens, New York, USA)

  • Chizoba Madueke

    (School of Advanced Studies, University of Phoenix, Phoenix, Arizona, USA)

Abstract

Understanding what leadership styles of corporate American leaders display integrity and trust is essential to organizational stakeholders, stockholders, the American public, and the business world. The study focused on why some corporate American leadership lacked integrity and trust from 2000-to 2012 which resulted in organizational failures. A quantitative research was developed from the theoretical framework of leadership styles and their respective associations with integrity and trust, organizational performance, and the impact of leadership behaviors on employees and the public. A correlational design was employed using transformational, transactional, and laissez-faire validated leadership frameworks and their respective subscales. The study examined the relationships between leadership styles of corporate American leaders, integrity, and trust. Participants in the eastern United States completed the internet administered survey questionnaire and Spearman’s Rho Correlation Coefficient. Analyses of data revealed statistical significance of both positive and negative relationships between different leadership styles, integrity, and trust as hypothesized from the two researched questions. Recommendations are made from the various themes of resulted from the relationship in leadership styles that positively correlate with integrity and trust. One such recommendation from the study results and findings showed transformational leadership style most positively correlated with integrity and confidence as the preferred leadership style of corporate American employees.

Suggested Citation

  • Dhar Ramdehal & Chizoba Madueke, 2022. "Corporate American Employees Prefer Transformational Leaders with Integrity and Trust," International Journal of Management Science and Business Administration, Inovatus Services Ltd., vol. 8(4), pages 28-36, May.
    • Handle: RePEc:mgs:ijmsba:v:8:y:2022:i:4:p:28-36
    DOI: 10.18775/ijmsba.1849-5664-5419.2014.84.1003
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    References listed on IDEAS

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    1. Rachadatip Uppathampracha & Liu Guoxin, 2021. "A Study on the Relationships between Authentic Leadership, Job Crafting, Psychological Capital and Organisational Innovation," International Journal of Management Science and Business Administration, Inovatus Services Ltd., vol. 7(4), pages 14-22, May.
    2. Naveed Ahmad Faraz & Muhammad Farhan Mughal & Naveed Fawad Ahmed & Ali Raza & Muhammad Khalid Iqbal, 2019. "The Impact of Servant Leadership on Employees’ Innovative Work Behaviour-Mediating Role of Psychological Empowerment," International Journal of Management Science and Business Administration, Inovatus Services Ltd., vol. 5(3), pages 10-21, March.
    3. Mohammed Al-Malki & Wang Juan, 2018. "Impact of Laissez-Faire Leadership on Role Ambiguity and Role Conflict: Implications for Job Performance," International Journal of Innovation and Economic Development, Inovatus Services Ltd., vol. 4(1), pages 29-43, April.
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    More about this item

    Keywords

    Transformational Leadership; Integrity; Trust; Ethics; Organizational Success; Corporate American Employees;
    All these keywords.

    JEL classification:

    • M00 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - General - - - General

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