Leader honesty/humility and subordinate organizational citizenship behavior: a case of too-much-of-a-good-thing?

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.