42 South African Journal of Labour Relations: Vol 36 No 2 2012 Exploring how middle managers experience the impact of senior management on their integrity by Annelize van Niekerk * and Michelle May ** Abstract The increased number of high-profile cases of senior management failure and leadership misconduct has drawn attention to responsible leadership and leadership with integrity. The purpose of this research was to gain a better understanding of how middle managers experience the impact of senior management practices on their integrity. This study was conducted within the interpretive research paradigm. Sampling was criterion based. In-depth interviews were conducted and the data were analysed using a grounded theory method. The findings indicate that senior managers should engage in two debates with middle managers in the organisation. Firstly, there is the debate about whether a manager is differentiated from other managers when he or she leads with integrity. Secondly, there is the debate that concerns defining integrity and linking it to personal standards and values, as well as aligning these standards and values with the organisational strategy, vision and mission. This research provides a basic framework that can help to create a positive context within which the relationship between senior managers and middle managers can function. This could lead to a decrease in unethical employee activity and to the increasing and effective exercise of integrity. Key words: integrity, organisational psychology, responsible leadership, qualitative research, grounded theory 1 Introduction With the rising number of high-profile cases of senior management failure and misconduct, such as those of Eskom and the South African Airways, there has been an increasing awareness that one of the core challenges of management is to lead responsibly and with integrity (Maak & Pless 2006). It appears that many members of the business community and the popular press have rediscovered the importance of strength of character and organisational virtues as possible determinants of both individual betterment and organisational efficiency and performance (McCann & Holt 2009; Wright & Goodstein 2007). Business environments have become increasingly competitive and complex. Balgobind (2002) emphasises the important role senior managers as leaders play in assuring the success of an organisation in the current increasingly competitive and complex business environment. The increased pressure that comes with such an * Ms A van Niekerk is a lecturer in the Department of Industrial and Organisational Psychology at the University of South Africa. ** Dr M May is a senior lecturer in the Department of Industrial and Organisational Psychology at the University of South Africa.