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

Sean A. Way (), Tony Simons, Hannes Leroy and Elizabeth A. Tuleja
Additional contact information
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

Journal of Business Ethics, 2018, vol. 150, issue 3, No 11, 765-777

Abstract: 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.

Keywords: Behavioral integrity; Perceived organizational support; Task performance; Subordinate organizational citizenship behaviors (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (5)

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DOI: 10.1007/s10551-016-3204-9

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