Abstract
As a specific form of constructive deviance, it is difficult to judge how managerial pro-social rule-breaking will affect employees’ performance and when it will have a positive or negative impact on employees’ performance. This paper explores boundary conditions under which managerial pro-social rule-breaking behavior is sustainably beneficial or harmful to employees’ performance, through the meditating mechanism of leadership identification from a social identity perspective. Data were gathered across three phases from 283 pairs of individuals and their managers in three companies. A structural equation modeling (SEM) approach was adopted in this paper and the Monte Carlo method was used to estimate 95% confidence intervals (CIs). Results showed that for employees with high psychological work maturity, managerial pro-social rule-breaking behavior was negatively related to leadership identification, while the relationship was positive when employees have low psychological work maturity. Leadership identification, in turn, was positively related to employees’ performance (in and extra-role).
Highlights
Organizational performance is inseparable from employee performance
Once identification is formed, it will have a great impact on an employee’s own behavior, especially on their work performance [25,26], so we further propose that through the employees’ leadership identification, managerial pro-social rule-breaking may affect employees’ work performance, including their efforts in completing required work duties, and their motivation to contribute to the organization beyond the normal requirement [27,28,29,30]
We consider personal traits as the boundary condition for the impact of managerial pro-social rule-breaking on employees and found out that psychological work maturity as a boundary condition can moderate the relationship between MPSRB and leadership identification
Summary
Pro-social rule-breaking (PSRB) is a specific form of constructive deviance, defined as the intentional violation of a formal organizational policy, regulation, or prohibition, with the primary intention of promoting the welfare of the organization or one of its stakeholders [2], and has been found pervasive in the organization [2,3,4]. Since leadership style can predict the performance of the organization, and managerial beliefs and behaviors can significantly affect employees’ attitudes and behaviors [14,15,16,17,18,19,20], it is important to investigate the effects of managerial pro-social rule-breaking
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