Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy

Abstract

The positive relationship between leader behavioral integrity and an employee’s in-role performance is well-established, but explanations for why this effect exists are still in a nascent stage. Drawing upon leader behavioral integrity theory and job-demands resources theory, the authors explain how leader behavioral integrity facilitates employee in-role performance and the boundary conditions influencing the relationship between leader behavioral integrity and employee in-role performance. Using multisource data from 209 employee-manager dyads in South Korea, this paper found support for the mediating effect of coworker support in the positive relationship between leader behavior integrity and employees’ in-role autonomy. Furthermore, compared to those who perceive low job autonomy, the positive indirect effect of leader behavioral integrity on in-role performance via coworker support was stronger for employees who perceive high job autonomy. The findings emphasize the importance of a leader’s individual difference (i.e., leader behavioral integrity) and job resources (i.e., job autonomy) facilitating the receipt of team members’ supporting behaviors which, in turn, energize employee in-role performance. Theoretical and practical implications are discussed.

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The impact of ethical leadership on employee creative deviance: the mediating role of job autonomy

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Affective Neuroscience: The Suitability of a Web App to Monitor Affective States at Work

“…Strategies, behaviors, and attitudes that a leader can bring about in connection with the prevailing activation of some basic affective systems within the group are not very different from those identified by the literature as elements of a good leadership. The importance of leader behavioral integrity and its modulation with co-worker support and the level of perceived job autonomy (Choi et al, 2020), the effectiveness of a positive leadership, responding to the needs of competence, interrelation, autonomy and significance of the workers (Rahmadani et al, 2020. ), the improvement of a supportive work climate in order to improve the workers well-being and organizations' success (Lecca et al, 2020) are shareable evidences, which are also coherent with the setting we are proposing.…”

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