Leader reinforcement, behavioral integrity, and subordinate outcomes: A social exchange approach

Timothy R. Hinkin, Chester A. Schriesheim

Research output: Contribution to journalArticlepeer-review

20 Scopus citations


Measures of leader reward and punishment omission and behavioral integrity have demonstrated sound psychometric properties and interesting relationships in recent studies. In this study, the psychometric properties of these new measures are first examined, supporting previous findings. Hypotheses and theoretical models incorporating these constructs, along with contingent reward and punishment, are developed and tested using a social exchange theory framework and a sample of 456 workers in 15 Northeastern U.S. restaurants. It was found that contingent reward, contingent punishment, and reward omission impact perceptions of behavioral integrity. It was also found that trust partially mediates the relationship between behavioral integrity and subordinate perceptions of organizational commitment and satisfaction (but not leader effectiveness). Limitations of the study are discussed and directions for future research are suggested.

Original languageEnglish (US)
Pages (from-to)991-1004
Number of pages14
JournalLeadership Quarterly
Issue number6
StatePublished - Dec 1 2015


  • Behavioral integrity
  • Leader reinforcement
  • Omission

ASJC Scopus subject areas

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management


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