Supervisory Guidance and Behavioral Integrity: Relationships With Employee Citizenship and Deviant Behavior

The authors examined the effects of supervisory guidance (providing instruction to employees) and behavioral integrity (a pattern of word-deed alignment) on employee organizational citizenship behavior (OCB) and deviant behavior. Results revealed a pattern of Supervisory Guidance × Behavioral Integr...

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Bibliographic Details
Published in:Journal of applied psychology 2006-05, Vol.91 (3), p.622-635
Main Authors: Dineen, Brian R, Lewicki, Roy J, Tomlinson, Edward C
Format: Article
Language:English
Subjects:
Antisocial Behavior
Applied psychology
Banks
Behavior
Biological and medical sciences
Citizenship
Deviance
Deviant behaviour
Employees
Employment - manpower
Employment - organization & administration
Employment - psychology
Female
Fundamental and applied biological sciences. Psychology
Human
Human behaviour
Humans
Integrity
Male
Management Personnel
Mental Disorders - psychology
Models, Psychological
Occupational psychology
Organization and management. Professional relation
Organizational Behavior
Organizational citizenship behaviour
Personnel
Psychology. Psychoanalysis. Psychiatry
Psychology. Psychophysiology
Psychosociology
Social Behavior
Studies
Supervision
Supervisor Employee Interaction
Supervisor-Subordinate interactions
Surveys and Questionnaires
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Summary:The authors examined the effects of supervisory guidance (providing instruction to employees) and behavioral integrity (a pattern of word-deed alignment) on employee organizational citizenship behavior (OCB) and deviant behavior. Results revealed a pattern of Supervisory Guidance × Behavioral Integrity interaction effects, such that relationships between guidance and outcome variables were dependent on the level of behavioral integrity exhibited by supervisors. The interactions suggest a positive relationship between supervisory guidance and OCBs when behavioral integrity is high but also a positive relationship between guidance and deviant behavior when behavioral integrity is low. These results were consistent across 2 independent field samples: 1 assessing individual employee perceptions of supervisory behavior and the other assessing aggregate perceptions of supervisory behavior among employees in bank branches.
ISSN:0021-9010
1939-1854
DOI:10.1037/0021-9010.91.3.622