• Yongjun Choi, David J Yoon, and Dongkyu Kim.
• College of Business Administration, Hongik University, Seoul 04066, Korea.
• Int J Environ Res Public Health. 2020 Jun 16; 17 (12).

AbstractThe positive relationship between leader behavioral integrity and an employee's in-role performance is well-established, but explanations for why this effect exists are still in a nascent stage. Drawing upon leader behavioral integrity theory and job-demands resources theory, the authors explain how leader behavioral integrity facilitates employee in-role performance and the boundary conditions influencing the relationship between leader behavioral integrity and employee in-role performance. Using multisource data from 209 employee-manager dyads in South Korea, this paper found support for the mediating effect of coworker support in the positive relationship between leader behavior integrity and employees' in-role autonomy. Furthermore, compared to those who perceive low job autonomy, the positive indirect effect of leader behavioral integrity on in-role performance via coworker support was stronger for employees who perceive high job autonomy. The findings emphasize the importance of a leader's individual difference (i.e., leader behavioral integrity) and job resources (i.e., job autonomy) facilitating the receipt of team members' supporting behaviors which, in turn, energize employee in-role performance. Theoretical and practical implications are discussed.

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