A new study, authored in part by Desautels Associate Professor Patricia Faison Hewlin, explores how leaders who have greater integrity can have an inverse effect on the integrity of their employees. Essentially, followers can take on a façade of conformity, where they pretend to mesh with the company’s values in order to ensure their own success. A leader who is an example of integrity could cause employees to suppress their own values in order to do what they see as most helpful to the leader. Eventually, this could lead to hard feelings and create a lack of divergent views — which are a creative strength.
Read full article: Harvard Business Review, April 12, 2017