Hannes Leroy
Biographic Data
| ID | 4626508 |
|---|---|
| NAME | Hannes Leroy |
| GIVEN NAMES | Hannes |
| FAMILY NAME | Leroy |
| SIGNATURE | LEROY H |
| AFFILIATIONS | Erasmus University Rotterdam |
| ORCID | 0000-0001-6954-088X |
| VERIFIED | Yes |
| TOTAL WORKS | 19 |
| TOTAL CITATIONS | 14 |
| AUTHOR COUNT | 19 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2011 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 3 |
How Leaders’ Experienced Authenticity Influences Team Performance: A Behavioral Integrity Lens
While past work has demonstrated that experienced authenticity is important for well-being, the interpersonal consequences of perceiving oneself as authentic are less well-understood. This paper fills this gap in the literature using theory and research on behavioral integrity, highlighting the perceptual filters that exist when conveying one's authenticity to others and thus the importance of political skill to help counter misinterpretations of…
The different ways of being true to self at work: A review of divergence among authenticity constructs
As the number of publications demonstrating the benefits and risks of being authentic at work grows, so does the variety of interpretations of what it means to be authentic—and with it increasing inconsistencies and contradictions in conceptualizations of authenticity and its outcomes. We propose that the reasons for these inconsistencies stem from differing underlying assumptions on what authenticity is and thus what it means to be “true to self…
Honesty Is Not Always the Best Policy: The Role of Self-Esteem Based on Others’ Approval in Qualifying the Relationship Between Leader Transparency and Follower Voice
In this article, we integrate social exchange theory with insights from contingent self-esteem to explain why leader transparency (LT) might not always be reciprocated by enhanced follower voice. We theorize that when leaders are transparent, they initiate a social process that offers the exchange of honesty by signaling that the work environment is psychologically safe enough for followers to express their opinions in return. Yet, for individual…
Does Leaders’ Impression Management Help or Hurt? It Depends on the Perspective of the Follower
To contribute to the debate on whether leaders’ use of impression management is helpful or not, we examine the role of follower perceptions. We argue that followers who share a similar perspective as their leader about the value of impression management, as evidenced by their own use of these behaviors, come to identify with their leader and see them as having greater consistency between their words and actions, even though leaders’ impression ma…
Welcoming Fireside Chats to the Field of Leadership
We introduce a new commentary series at the Journal of Leadership and Organizational Studies titled Fireside Chats. The series purpose is to broaden the current dialogue on leadership research to include pieces that share wisdom and inspire ideation, nurturing and assessment of the field. Senior scholars are invited to share their views and opinions which we will feature as Fireside Chat commentaries. Their intended value is to offer a widely-acc…
Be yourself or adapt yourself? Authenticity, self-monitoring, behavioural integrity, and trust
Prior work has offered good arguments to trust both authentic and self-monitoring individuals, yet these two constructs have been described as incompatible and even opposite. This tension raises the question of which strategy will best build trust: Be yourself or adapt yourself? Informed by theory on private and public selves at work, this paper argues that both self-monitoring and authenticity behaviours foster trust, but only when not accompani…
Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools
Academics have lamented that practitioners do not always adopt scientific evidence in practice, yet while academics preach evidence-based management (EBM), they do not always practice it. This paper extends prior literature on difficulties to engage in EBM with insights from behavioral integrity (i.e., the study of what makes individuals and collectives walk their talk). We focus on leader development, widely used but often critiqued for lacking …
Influencing diversity beliefs through a personal testimonial, promotion‐focused approach
Although researchers have highlighted the importance of diversity beliefs (i.e., team members' perceived value of diversity) for the elaboration of information in teams, little attention has been paid to whether and how diversity beliefs can be shaped. Drawing on theory and research on team diversity beliefs, we propose that diversity beliefs are more effectively influenced by interventions using a promotion (compared with a prevention) focus tow…
When being oneself is socially rewarded: Social identification qualifies the effect of authentic behavior at work
Is “be yourself” always the best advice? We suggest that interpersonal consequences of behaving authentically depend on the extent to which individuals identify with the social environment where they behave authentically. Bridging the research on authenticity, social identity, and conflict, we propose that for high identifiers, authentic behavior reveals how similar they are to others, thereby reducing dyadic relationship conflict. When social id…
Beyond intrinsic and extrinsic motivation: A meta-analysis on self-determination theory’s multidimensional conceptualization of work motivation
This meta-analysis aims to shed light on the added value of the complex multidimensional view on motivation of Self-determination theory (SDT). We assess the unique and incremental validity of each of SDT’s types of motivation in predicting organizational behavior, and examine SDT’s core proposition that increasing self-determined types of motivation should have increasingly positive outcomes. Meta-analytic findings (124 samples) support SDT, but…
Revisiting Behavioral Integrity: Progress and New Directions After 20 Years
Behavioral integrity (BI) describes the extent to which an observer believes that an actor's words tend to align with their actions. It considers whether the actor is seen as keeping promises and enacting the same values they espouse. Although the construct of BI was introduced in 1999 and developed more fully in 2002, it builds on the work of earlier scholars that discussed related notions of hypocrisy, credibility, and gaps between espousal and…
A Swiss army knife? How science challenges our understanding of mindfulness in the workplace
Exploring the Bounds of Pygmalion Effects: Congruence of Implicit Followership Theories Drives and Binds Leader Performance Expectations and Follower Work Engagement
The topic of work engagement is moving up on the managerial agenda as it sets the stage for numerous beneficial outcomes for both organizations and their employees. It is clear, however, that not all employees are equally engaged in their job. The current study taps into theory on positive self-fulfilling prophecies induced by leaders’ high expectations of followers (i.e., the Pygmalion effect) and examines their potential to facilitate follower …
Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership
Moral forms of leadership such as ethical, authentic, and servant leadership have seen a surge of interest in the 21st century. The proliferation of morally based leadership approaches has resulted in theoretical confusion and empirical overlap that mirror substantive concerns within the larger leadership domain. Our integrative review of this literature reveals connections with moral philosophy that provide a useful framework to better different…
Energy's role in the extraversion (dis)advantage: How energy ties and task conflict help clarify the relationship between extraversion and proactive performance
While academic and practitioner literatures have proposed that extraverts are at an advantage in team‐based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with t…
Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance: A Cross-Level Study
Authentic leadership occurs when individuals enact their true selves in their role as a leader. This article examines the role of authentic followership in the previously established relationship between authentic leadership and follower in-role and extrarole performance behaviors. Consideration of followers who enact their true selves is important to understand how authentic leadership fosters follower self-determined work motivation and thus wo…
Mindfulness, authentic functioning, and work engagement: A growth modeling approach
Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance
Research on Behavioral Integrity
Behavioral integrity (BI) is the perception that another person, group, or entity lives by his word –delivers on promises and enacts the same values he espouses. This construct is more basic than trust or justice, and is typically measured as the perceived pattern of alignment between words and deeds. Empirical studies have shown it to have powerful positive consequences for the attitudes and performance of followers, managers, and organizations,…
Energy's role in the extraversion (dis)advantage: How energy ties and task conflict help clarify the relationship between extraversion and proactive performance
While academic and practitioner literatures have proposed that extraverts are at an advantage in team‐based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with t…
Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools
Academics have lamented that practitioners do not always adopt scientific evidence in practice, yet while academics preach evidence-based management (EBM), they do not always practice it. This paper extends prior literature on difficulties to engage in EBM with insights from behavioral integrity (i.e., the study of what makes individuals and collectives walk their talk). We focus on leader development, widely used but often critiqued for lacking …
Exploring the Bounds of Pygmalion Effects: Congruence of Implicit Followership Theories Drives and Binds Leader Performance Expectations and Follower Work Engagement
The topic of work engagement is moving up on the managerial agenda as it sets the stage for numerous beneficial outcomes for both organizations and their employees. It is clear, however, that not all employees are equally engaged in their job. The current study taps into theory on positive self-fulfilling prophecies induced by leaders’ high expectations of followers (i.e., the Pygmalion effect) and examines their potential to facilitate follower …
Influencing diversity beliefs through a personal testimonial, promotion‐focused approach
Although researchers have highlighted the importance of diversity beliefs (i.e., team members' perceived value of diversity) for the elaboration of information in teams, little attention has been paid to whether and how diversity beliefs can be shaped. Drawing on theory and research on team diversity beliefs, we propose that diversity beliefs are more effectively influenced by interventions using a promotion (compared with a prevention) focus tow…
When being oneself is socially rewarded: Social identification qualifies the effect of authentic behavior at work
Is “be yourself” always the best advice? We suggest that interpersonal consequences of behaving authentically depend on the extent to which individuals identify with the social environment where they behave authentically. Bridging the research on authenticity, social identity, and conflict, we propose that for high identifiers, authentic behavior reveals how similar they are to others, thereby reducing dyadic relationship conflict. When social id…
Research on Behavioral Integrity
Behavioral integrity (BI) is the perception that another person, group, or entity lives by his word –delivers on promises and enacts the same values he espouses. This construct is more basic than trust or justice, and is typically measured as the perceived pattern of alignment between words and deeds. Empirical studies have shown it to have powerful positive consequences for the attitudes and performance of followers, managers, and organizations,…
Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance
Mindfulness, authentic functioning, and work engagement: A growth modeling approach
Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance: A Cross-Level Study
Authentic leadership occurs when individuals enact their true selves in their role as a leader. This article examines the role of authentic followership in the previously established relationship between authentic leadership and follower in-role and extrarole performance behaviors. Consideration of followers who enact their true selves is important to understand how authentic leadership fosters follower self-determined work motivation and thus wo…
Energy's role in the extraversion (dis)advantage: How energy ties and task conflict help clarify the relationship between extraversion and proactive performance
While academic and practitioner literatures have proposed that extraverts are at an advantage in team‐based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with t…
Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant Leadership
Moral forms of leadership such as ethical, authentic, and servant leadership have seen a surge of interest in the 21st century. The proliferation of morally based leadership approaches has resulted in theoretical confusion and empirical overlap that mirror substantive concerns within the larger leadership domain. Our integrative review of this literature reveals connections with moral philosophy that provide a useful framework to better different…
A Swiss army knife? How science challenges our understanding of mindfulness in the workplace
Exploring the Bounds of Pygmalion Effects: Congruence of Implicit Followership Theories Drives and Binds Leader Performance Expectations and Follower Work Engagement
The topic of work engagement is moving up on the managerial agenda as it sets the stage for numerous beneficial outcomes for both organizations and their employees. It is clear, however, that not all employees are equally engaged in their job. The current study taps into theory on positive self-fulfilling prophecies induced by leaders’ high expectations of followers (i.e., the Pygmalion effect) and examines their potential to facilitate follower …
Beyond intrinsic and extrinsic motivation: A meta-analysis on self-determination theory’s multidimensional conceptualization of work motivation
This meta-analysis aims to shed light on the added value of the complex multidimensional view on motivation of Self-determination theory (SDT). We assess the unique and incremental validity of each of SDT’s types of motivation in predicting organizational behavior, and examine SDT’s core proposition that increasing self-determined types of motivation should have increasingly positive outcomes. Meta-analytic findings (124 samples) support SDT, but…
Revisiting Behavioral Integrity: Progress and New Directions After 20 Years
Behavioral integrity (BI) describes the extent to which an observer believes that an actor's words tend to align with their actions. It considers whether the actor is seen as keeping promises and enacting the same values they espouse. Although the construct of BI was introduced in 1999 and developed more fully in 2002, it builds on the work of earlier scholars that discussed related notions of hypocrisy, credibility, and gaps between espousal and…
Be yourself or adapt yourself? Authenticity, self-monitoring, behavioural integrity, and trust
Prior work has offered good arguments to trust both authentic and self-monitoring individuals, yet these two constructs have been described as incompatible and even opposite. This tension raises the question of which strategy will best build trust: Be yourself or adapt yourself? Informed by theory on private and public selves at work, this paper argues that both self-monitoring and authenticity behaviours foster trust, but only when not accompani…
Walking Our Evidence-Based Talk: The Case of Leadership Development in Business Schools
Academics have lamented that practitioners do not always adopt scientific evidence in practice, yet while academics preach evidence-based management (EBM), they do not always practice it. This paper extends prior literature on difficulties to engage in EBM with insights from behavioral integrity (i.e., the study of what makes individuals and collectives walk their talk). We focus on leader development, widely used but often critiqued for lacking …
Influencing diversity beliefs through a personal testimonial, promotion‐focused approach
Although researchers have highlighted the importance of diversity beliefs (i.e., team members' perceived value of diversity) for the elaboration of information in teams, little attention has been paid to whether and how diversity beliefs can be shaped. Drawing on theory and research on team diversity beliefs, we propose that diversity beliefs are more effectively influenced by interventions using a promotion (compared with a prevention) focus tow…
When being oneself is socially rewarded: Social identification qualifies the effect of authentic behavior at work
Is “be yourself” always the best advice? We suggest that interpersonal consequences of behaving authentically depend on the extent to which individuals identify with the social environment where they behave authentically. Bridging the research on authenticity, social identity, and conflict, we propose that for high identifiers, authentic behavior reveals how similar they are to others, thereby reducing dyadic relationship conflict. When social id…
Welcoming Fireside Chats to the Field of Leadership
We introduce a new commentary series at the Journal of Leadership and Organizational Studies titled Fireside Chats. The series purpose is to broaden the current dialogue on leadership research to include pieces that share wisdom and inspire ideation, nurturing and assessment of the field. Senior scholars are invited to share their views and opinions which we will feature as Fireside Chat commentaries. Their intended value is to offer a widely-acc…
Honesty Is Not Always the Best Policy: The Role of Self-Esteem Based on Others’ Approval in Qualifying the Relationship Between Leader Transparency and Follower Voice
In this article, we integrate social exchange theory with insights from contingent self-esteem to explain why leader transparency (LT) might not always be reciprocated by enhanced follower voice. We theorize that when leaders are transparent, they initiate a social process that offers the exchange of honesty by signaling that the work environment is psychologically safe enough for followers to express their opinions in return. Yet, for individual…
Does Leaders’ Impression Management Help or Hurt? It Depends on the Perspective of the Follower
To contribute to the debate on whether leaders’ use of impression management is helpful or not, we examine the role of follower perceptions. We argue that followers who share a similar perspective as their leader about the value of impression management, as evidenced by their own use of these behaviors, come to identify with their leader and see them as having greater consistency between their words and actions, even though leaders’ impression ma…
The different ways of being true to self at work: A review of divergence among authenticity constructs
As the number of publications demonstrating the benefits and risks of being authentic at work grows, so does the variety of interpretations of what it means to be authentic—and with it increasing inconsistencies and contradictions in conceptualizations of authenticity and its outcomes. We propose that the reasons for these inconsistencies stem from differing underlying assumptions on what authenticity is and thus what it means to be “true to self…
How Leaders’ Experienced Authenticity Influences Team Performance: A Behavioral Integrity Lens
While past work has demonstrated that experienced authenticity is important for well-being, the interpersonal consequences of perceiving oneself as authentic are less well-understood. This paper fills this gap in the literature using theory and research on behavioral integrity, highlighting the perceptual filters that exist when conveying one's authenticity to others and thus the importance of political skill to help counter misinterpretations of…
Psychology (16 works) · Job Satisfaction and Organizational Behavior (12 works) · Social Psychology (12 works) · Political science (10 works) · Social Psychology (8 works) · Perception (6 works) · Sociology (6 works) · Computer Science (5 works) · Public relations (5 works) · Social and Intergroup Psychology (5 works)