Leader honesty/humility and subordinate organizational citizenship behavior: a case of too-much-of-a-good-thing?. Issue 5 (5th June 2020)

• Record Type: Journal Article
• Authors: Ete, Ziya; Sosik, John J.; Cheong, Minyoung; Chun, Jae Uk; Zhu, Weichun; Arenas, Fil J.; Scherer, Joel A.
• Is Part Of: Journal of managerial psychology. Volume 35:Issue 5(2020)
• Page Start: 391
• Page End: 404
• Publication Date: 2020-06-05
• Subjects: Ethics -- Leadership -- Positive psychology -- Social identity; Organizational behavior -- Periodicals; Management -- Psychological aspects -- Periodicals; Psychology, Industrial -- Periodicals; Industrial management -- Psychological aspects -- Periodicals; 158.7
• DOI: 10.1108/JMP-10-2019-0557
• Languages: English
• ISSNs: 0268-3946

Abstract

Abstract : Purpose: On the basis of theories of social cognition and moral identity and the meta-theoretical principle of "too-much-of-a-good-thing, " the purpose of this study is to develop and test a model that explains when and why leader honesty/humility promotes subordinate organizational citizenship behavior directed at individuals (OCBI) as mediated through subordinate moral identity centrality. Design/methodology/approach: In this field study, with online surveys, multisource data were collected from 218 United States Air Force officers and their subordinates. Data were analyzed with MEDCURVE SPSS macro tools. Findings: A nonlinear indirect effect of leader honesty/humility on subordinate OCBI through subordinate moral identity centrality was found. This conditional indirect effect occurred through a curvilinear (inverted U-shape) relationship between leader honesty/humility and subordinate moral identity centrality and a positive linear relationship between subordinate moral identity centrality and OCBI. Research limitations/implications: Cross-sectional data were collected. Future research might replicate findings using experimental and longitudinal designs. Practical implications: Recruiting and selecting leaders who possess a moderate level of honesty/humility may serve as the first step in producing prosocial behavior during social interactions with subordinates. Originality/value: This study extends the literature on character and leadership by applying the too-much-of-a-good-thing principle to empirically test the complex nature of the relationship between leader honesty/humility and subordinate OCBI as mediated through subordinate moral identity centrality.