Leading with integrity: the dual role of autonomy and Machiavellianism in shaping organizational citizenship behaviors

Purpose This study explores subordinate autonomy as a mediator in the relationship between ethical leadership and subordinate organizational citizenship behavior (OCB) and examines how subordinate Machiavellianism influences this relationship. By exploring these dynamics, this study aims to provide a nuanced understanding of the social-cognitive mechanisms and boundary conditions that influence how ethical leadership fosters OCB within organizations. Design/methodology/approach This study examines the model using social cognitive theory (SCT) and dyadic data. The authors use partial least squares structural equation modeling to test the hypotheses, examining the mediating effect of autonomy and the moderating effect of Machiavellianism on the relationship between ethical leadership and organizational citizenship behavior. Findings Results indicate that perceptions of autonomy fully mediate the relationship between ethical leadership and supervisor-rated OCB. Additional results showed that high subordinate Machiavellianism strengthens the positive relationship between autonomy and OCB. Originality/value The authors extend the SCT application by investigating mechanisms through which subordinates engage in OCB in response to ethical leadership. By examining Machiavellianism, they also provide a nuanced understanding of the conditions under which ethical leadership fosters enhanced OCB, thereby contributing to the literature on the bright side of dark traits.