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What is in it for Me? Middle Manager Behavioral Integrity and Performance

Author

Listed:
  • Sean A. Way

    (University of Applied Sciences Western Switzerland)

  • Tony Simons

    (Cornell University)

  • Hannes Leroy

    (Erasmus University)

  • Elizabeth A. Tuleja

    (The University of Notre Dame)

Abstract

We propose that middle managers’ perceived organizational support enhances their performance through the sequential mediation of their behavioral integrity and follower organizational citizenship behaviors. We test our model with data collected from middle managers, their direct subordinates, and their direct superiors at 18 hotel properties in China. The current study’s findings contribute to the existing literature on perceived organizational support and behavioral integrity. They also add a practical self-interest argument for middle managers’ efforts to maintain their word-action alignment by demonstrating that middle manager behavioral integrity positively affects middle managers’ own task performance ratings, both directly and via its positive effect on subordinates’ organizational citizenship behaviors.

Suggested Citation

  • Sean A. Way & Tony Simons & Hannes Leroy & Elizabeth A. Tuleja, 2018. "What is in it for Me? Middle Manager Behavioral Integrity and Performance," Journal of Business Ethics, Springer, vol. 150(3), pages 765-777, July.
    • Handle: RePEc:kap:jbuset:v:150:y:2018:i:3:d:10.1007_s10551-016-3204-9
    DOI: 10.1007/s10551-016-3204-9
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    References listed on IDEAS

    as
    1. Janie Fritz & Naomi O’Neil & Ann Popp & Cory Williams & Ronald Arnett, 2013. "The Influence of Supervisory Behavioral Integrity on Intent to Comply with Organizational Ethical Standards and Organizational Commitment," Journal of Business Ethics, Springer, vol. 114(2), pages 251-263, May.
    2. Tony Simons, 2002. "Behavioral Integrity: The Perceived Alignment Between Managers' Words and Deeds as a Research Focus," Organization Science, INFORMS, vol. 13(1), pages 18-35, February.
    3. Hannes Leroy & Michael Palanski & Tony Simons, 2012. "Authentic Leadership and Behavioral Integrity as Drivers of Follower Commitment and Performance," Journal of Business Ethics, Springer, vol. 107(3), pages 255-264, May.
    4. Riggle, Robert J. & Edmondson, Diane R. & Hansen, John D., 2009. "A meta-analysis of the relationship between perceived organizational support and job outcomes: 20 years of research," Journal of Business Research, Elsevier, vol. 62(10), pages 1027-1030, October.
    5. Rangapriya Kannan-Narasimhan & Barbara Lawrence, 2012. "Behavioral Integrity: How Leader Referents and Trust Matter to Workplace Outcomes," Journal of Business Ethics, Springer, vol. 111(2), pages 165-178, December.
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    Cited by:

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    3. Byung-Jik Kim & Min-Jik Kim & Tae-Hyun Kim, 2021. "“The Power of Ethical Leadership”: The Influence of Corporate Social Responsibility on Creativity, the Mediating Function of Psychological Safety, and the Moderating Role of Ethical Leadership," IJERPH, MDPI, vol. 18(6), pages 1-16, March.
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    5. Kanchan V. Deosthali & Richard D. Johnson, 2022. "An Empirical Examination of Voluntary Development Activities of Employees," IIM Kozhikode Society & Management Review, , vol. 11(1), pages 75-91, January.

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