It is clear from research that personal friendship helps organizational productivity.

Psychol Res Behav Manag. 2021; 14: 1447–1459.

Abstract

Purpose

Workplace friendships are typically complicated, serving various goals, imposing varying levels of expectation on the members, and representing the interaction among employees. Recent research has highlighted the multifaceted nature of friendship; however, the purpose of this study is to quantify the benefits of friendship at work. The study investigates the impact of supervisor behavioral integrity on employee proactive behavior. Moreover, it constructed a moderated mediation model based on attachment theory to examine the function of affective commitment as a mediator and workplace friendship as a moderator.

Methods

In three stages, 266 employee data from 20 Pakistani service industries were gathered [including seven banks, four educational institutes, five travel firms, and four telecom providers]. Data on supervisor behavioral integrity, workplace friendship, affective commitment, employee proactive behavior, and demographics were collected between March and September 2020.

Findings

The findings indicated that supervisor behavioral integrity had a beneficial impact on employee proactive behavior. Affective commitment mediates the relation between supervisor behavioral integrity and employee proactive behavior. Furthermore, workplace friendship moderates the relationship between supervisor behavioral integrity and affective commitment and the indirect impact of supervisor behavioral integrity on employee proactive behavior through affective commitment.

Conclusion

According to the findings of this study, workplace friendship is an essential informal aspect in any organization. Leadership as a formal organizational component would be greatly agitated even when employees have a low level of workplace friendship. Friendship in the workplace inspires employees to take action in order to succeed.

Keywords: supervisor behavioral integrity, affective commitment, employee proactive behavior, workplace friendship, attachment theory

Introduction

The importance of leaders’ words and deeds in exercising leadership behavior has been proven through extensive research. Supervisors must demonstrate professional quality and ethics in their daily management functions, such as fairness, honesty, and virtue. Simons originally defined supervisor behavioral integrity as “a perception of the consistency of a leader’s words and deeds from the employee’s perspective.” Employees are frequently involved in daily affairs with their supervisors, and their emotions and behaviors are primarily dependent on supervisor interaction. Employees can intuitively understand their direct superiors’ words and actions, reflecting leadership qualities.1 According to theoretical and practical groups, supervisory behavioral integrity is widely recognized as a commuting force in bringing positive outcomes to a firm through employee in-role performance, trust, and organizational citizenship behavior.2–4 Employees respect a trustworthy supervisor, and are motivated to go beyond the supervisor’s expectations. When a supervisor-employee relationship is built on credibility, integrity, and camaraderie, it inspires workers to engage in constructive behaviors like OCB.5 Nonetheless, deception by leaders is expected in the real world, and it can have a wide range of negative consequences for subordinates, teams, and even organizations. As a result, supervisor behavioral integrity will impact significant leadership exertion in the workplace.6 As a result, it’s critical to understand the influence mechanism and boundaries of supervisory behavioral integrity.

Leaders are known as agents of the organization because of employee-leaders relationship characteristics.7 In an organizational role, the leader offers the essential support and insight to promote a sense of belonging.2 Employees’ belief in management, affective commitment.8 job satisfaction,9 and intent to stay10 can all be influenced by behavioral integrity. Thus their turnover intentions decrease if employees have a strong emotional attachment to an organization. Furthermore, individuals with high levels of commitment are more likely to identify with the organization and participate actively in work. Employees’ affective or emotional attachment to their employer is referred to as affective commitment.11 Employees are more likely to acquire affective commitment if their managers encourage them to do so. They may respond to superiors’ ethical leadership behavior to increase their affective commitment to the leaders and organization.12,13 In a nutshell, when supervisors’ words and actions foster employee commitment and acceptance within a company, employees’ affective commitment to the supervisor and company may increase.

The term “workplace friendship” refers to an informal and deliberate relationship amongst members of an organization.14 This kind of relationship makes employees more connected to the organization and aids in minimizing negativity.15 Supervisor behavioral integrity is one of the organizational supports felt by workers, ensuring that employees recognize, trust, and respect the organization. Although supervisory behavioral integrity is a formal consideration, other informal factors such as workplace friendship can impact organizational outcomes. Employees who perform well and exhibit innovative behavior have a strong sense of belonging to their supervisors. Such employees are more likely to try new things and present their tasks efficiently and ideally.14,16 Workplace friendship motivates members to go the extra mile to achieve the desired goal,17 which benefits the organization.

Bowlby proposed attachment theory as “Attachment is characterized by specific, such as seeking proximity to the attachment figure when upset or threatened”.18 Attachment theory, according to this research, is a crucial theoretical framework for comprehending proactivity. According to research, employees who receive inconsistent support from their leaders are more likely to become preoccupied with their own attachment needs. Employees who have their behavioral attachment system activated may become dissociated from their leaders or engage in attention-seeking behaviors, both of which are counterproductive to work. Employees who are less emotionally connected to their bosses are less likely to trust them.19 On the other hand, Associated employees are hyper-sensitive and overly reliant on leaders’ approval.20 According to one study, even when leaders did not exhibit transformational characteristics, friendly, attached followers rated them as transformational.21 Similarly, subordinates who do not have a friendly attachment may be resistant to leadership as a result of previous unsupportive relationships [Keller, 2003]. In conclusion, This study backs up the theory that workplace friendship will moderate the relationship between behavior integrity and proactive behavior.

The formal aspects of the workplace, such as leadership and management styles, have received ample attention from researchers.22,23 However, it is crucial to capitalize on the informal workplace characteristics. As a result, the focus of this study is on the moderating effect of workplace friendship, an informal component that necessitates further research into the formal effect process. This study adds to the current body of knowledge by thoroughly investigating the link between supervisor behavioral integrity and employee proactive behavior based on attachment theory. The addition of affective commitment as a mediator and workplace friendship as a moderator strengthens the overall relationship. Furthermore, this study is significant for organizations to understand the emotional state of workers as supervisors, develop a clear feeling of affective commitment and promote proactive employees’ behavior.

Hypotheses Development

Supervisor Behavioral Integrity and Employee Proactive Behavior

Behavioral integrity in the workplace has traditionally been regarded as a positive factor, with roots in transformational and charismatic leadership styles. Employees are eager to put their faith in leaders to influence their attitudes and behavior.24 Previous research has suggested that improving psychological safety and job roles flexibly will help leaders endorse employees’ proactive behavior.10,25,26 Strauss et al27 explained the readiness of employees to do the work and try many new things in good relations with the supervisor. Integrity in leadership fosters a work environment where employees are valued. They have their psychological needs met, and they are more likely to realize and achieve their goals.28 Workers can even be motivated to actively contribute to themselves and the organization by their leaders’ integrity, compassion, and ethical behavior, encouraging them to go beyond their responsibilities.

Emotional communications are involved in the relationship between supervisor behavioral integrity and proactive employee behavior. The outcomes are more productive if expectations and responsibilities are clear, loyalty and faith are stronger, and relationships between employees and organizations are robust.29 To strengthen employees’ deep organizational support feelings, organizations implement ethical activities, rules of equality, and a caring environment. To ensure long-term growth in a harmonious and trustworthy working environment, employees must take proactive measures.30 Employees actively promote the interaction with work or organization when their emotional fulfillment needs are met, increasing job satisfaction and organizational commitment. It establishes a clear emotional commitment, which will significantly impact employees’ proactive behavior.31 Employees satisfied with their supervisors show extra dedication and loyalty to the organization.32,33 Leaders with moral personality qualities motivate workers to reach their full potential, urge them to take on additional organizational tasks, and inspire them to confront difficulties.34

Substitutes are qualities or variables that can be used to replace certain leadership behaviors. According to Kerr and Jermier35 in their Substitutes for Leadership Theory, contextual variables can influence the effects of leadership. Contextual variables such as the work environment, task, and employee characteristics can compensate for or cancel out the effects of a leader’s actions. The moral behavior of leaders shapes the altruistic environment. As a result, the altruistic environment can be used as a contextual variable, as suggested by the substitutes for leadership theory.35,36 Assume that, as a result of their emotional commitment, employees engage in proactive behavior toward the organization. Therefore, the leaders do not have to make further efforts to encourage them to show positive behavior. This perspective also addresses the point that

employees who perceive their supervisors to have behavioral integrity are more likely to engage in proactive behaviors than supervisors who lack behavioral integrity.

Therefore, this research explored the effect of supervisor behavioral integrity on employee proactive behavior by expanding the above research paths and put forward the following hypothesis:

Hypothesis 1: Supervisor behavioral integrity positively affects employee proactive behavior.

Mediating Role of Affective Commitment

Affective commitment is a psychological state formed by employees’ evaluation of the organizational environment, which will affect employees’ predictions of corporate events and work results.37 When treated respectfully during interactions with superiors, employees with clear personal commitment comprehend the company’s aims and actively contribute to the organization, demonstrating better organizational recognition, loyalty, and responsibility. Therefore, the consistency in the leader’s words and deeds is the most reasonable and adequate indicator for assessing employees’ affective commitment and is highly dependent on respect and trust between leader and employee.38 This trust can create a harmonious environment for the employees, resulting in a high-quality “leader-member” relationship.39

Discussion on affective commitment in the current academic circles mainly focused on employees’ organizational citizenship behavior.40–42 An employee’s psychological state is a prerequisite for proactive behavior, motivating subordinates to invest high enthusiasm in the work process. Employees recognized and rewarded for meeting their emotional needs and have a high degree of trust exhibit a more favorable work attitude and behavior. It can stimulate employees’ extra-role actions, encourage employees to complete work tasks, and achieve organizational goals.43,44

Managers may improve employees’ emotional commitment and psychological contract by providing an ethical workplace and developing a pleasant organizational climate, enhancing employee proactive behavior.45 Organizations that fostered a caring and established ethical environment instill a sense of security and fairness in their employees, resulting in a desire to proactively respond to the organization’s treatment with a positive work attitude, as well as stimulate professional commitment and constructive behavior.12,46 When employees perceive supervisor behavioral integrity at a low level, the resulting role ambiguity and role conflict will restrain employees from forming an emotional attachment.47

In summary, Affective commitment has a mediating effect on supervisor behavioral integrity and employee proactive behavior. Based on the above discussion, this research proposed the following hypothesis:

Hypothesis 2: Affective commitment mediates the relationship between supervisor behavioral integrity and employee proactive behavior.

Moderated Mediation of Workplace Friendship

Elton Mayo48 brought workplace friendships to light; he was the first to advocate the role of emotional factors in determining employee behavior and argue that the extent to which employees received social satisfaction in the workplace has been the most influential on productivity. Workplace friendship was initially defined as “A unique, non-compulsive interpersonal relationship formed based on voluntary principles”.49 Apart from the official task assigned, this type of friendship refers to an interpersonal relationship that employees develop. This encourages employees to form responsibilities and obligations to their coworkers and supervisors voluntarily, thereby strengthening their emotional bonds with other company members.16 Research suggests that workplace friendship can improve an organization’s performance because friendly staff like to help each other with tasks, communicate with moral behaviors, have limited communication problems, and can thus increase efforts and production rates.50

Healthy supervisor-employee relationships are built on the foundations of friendship, respect, and trust. These qualities can help both the supervisor and the employee, as well as the entire workplace. According to previous research, supervisory behavioral integrity significantly impacts employee proactive behavior, so the relationship is strengthened when workplace friendship exists between supervisors and employees. This friendship can buffer during difficult times, encouraging employees to stay proactive and trust their supervisor.15,51 Employees’ attachment and emotional connection to the organization may be strengthened through workplace friendship, which improves their feeling of belonging and promotes their commitment to the firm.17 On the one hand, employees take the initiative to act based on their leaders’ integrity behaviors; on the other, their actions are strengthened by friendship at the workplace. To put it another way, employees will exhibit positive behaviors as a result of improved emotional relationships.

Employees must demonstrate a professional and more profound connection with their bosses, while supervisors must treat their employees with respect and dignity.52 Affective commitment can be characterized as employees’ willingness to assist in the achievement of the organization’s goals and their levels of identification, loyalty, and involvement. Employees develop a network of relatively familiar relationships, which increases their trust and boosts overall productivity. This idea of friendship fosters the innate drive to work.53 Strengthening employees’ internal identity perceptions and consolidating affective commitment is an important part of the organization. As a result, employees will take several steps to help the company grow.54

The affective commitment brought by interpersonal relationships’ satisfaction in the workplace will also promote employees’ positive work behavior. According to Hui et al41 workplace friendship provides emotional support to employees, improves work attitudes, and positively impacts work-related outcomes such as proactive behavior. As a result, it provides emotional support to employees to effectively achieve institutional participation, creates a supportive environment, and improves employees’ job satisfaction.55 The main structure of Bowlby’s18 attachment theory is the system of affection, which motivates people to perform better under the support of others. Hence a better and more profound connection will lead to a high relationship between supervisor behavioral integrity and proactive employee behavior.56

Based on the above discussion, this research proposed workplace friendship will moderate the overall relationship, hence proposed the following hypothesis:

Hypothesis 3: Workplace friendship moderates the indirect relationship between supervisor behavioral integrity and proactive behavior through affective commitment.

To sum up, this research aims to discuss the impact of supervisor behavioral integrity on employee proactive behavior based on attachment theory. Also, it discusses affective commitment [mediating variable] and workplace friendship [moderating variable] in the moderated mediation model. The theoretical model can be seen in Figure 1

Methodology

Data Collection

The survey was developed as a web link and sent to HR managers in 20 different service industries [including 7 banks, 4 educational institutes, 5 travel companies, and 4 telecom companies]. 18 questionnaires were distributed to corresponding HR managers for distribution among employees. Because the questionnaire had to be completed in three stages with time intervals, each respondent was assigned a code.

The first round of data collection, which began in March 2020, focused on workplace friendship, supervisor behavioral integrity, and demographic information. A total of 360 questionnaires were mailed, with 322 being returned. Incomplete and influenced questionnaires were discarded at each stage of evaluating the returned questionnaires. As a result, 316 legitimate questionnaires were obtained during Phase One. The second round of data collection on affective commitment was completed in July 2020. 316 questionnaires were distributed to employees, and 303 were returned. During this time period, the legitimate questionnaire recorded a total of 299. The third phase of data collection began in September 2020. A total of 299 questionnaires were distributed in order to assess employees’ proactive behavior, with 272 responses. When the questionnaires were finally validated, 266 valid data samples were obtained, accounting for 73.89% of all valid data samples.

All research processes have been meticulously monitored and standardized. Participants were required to complete the survey items consistently over the course of the allotted time, and the research objective was communicated. As a result, the acquired data’s neutrality, confidentiality, and legitimacy were all ensured to some extent.

Measures and Variables

The average number was calculated after respondents reported a Likert 5-point scoring method between 1 [strongly disagree] and 5 [strongly agree]. Higher scores indicated that employees were in a better situation.

This research measured supervisor behavioral integrity through the seven items scale developed by Simons et al.57 One of the items from the scale states, “My manager delivers on a promise.” Respondents were asked to rate the point on a 5-point Likert scale. Higher scores indicate a better understanding of supervisor behavior integrity. Cronbach’s Alpha reliability for the scale was 0.862.

Allen and Mayers37 affective commitment subscale was coupled with continuous commitment and normative commitment to producing an organizational commitment full scale, which was employed in this study. This subscale has six items, and one of the items states, “I would be very happy to spend the rest of my career with this organization.” This research used a Likert 5-point scale to measure affective commitment. Cronbach’s Alpha was 0.718 in this research, which met the basic standard of psychometrics.

For measuring employee proactive behavior, the Frese et al58 scale was used in this research, having a Cronbach Alpha value of 0.847. Responses were collected using a 5-point Likert scale. One of the seven items states, “Whenever the opportunity arises, I will take the initiative.”

The workplace friendship scale was developed by Nielson et al59 and revised by Cho et al.8 Five items are used to measure friendship opportunity, and four items are used to measure friendship strength. One of the items states, “I can work with my colleagues to solve problems.” These two dimensions together explained the existence and the extent of friendship in the workplace. This research’s measurement showed that Cronbach’s Alpha of the scale was 0.853 and attained the psychometric standard.

Control Variables

Gender, age, education, tenure, and income were among the demographic information recorded. According to a review of the existing literature, this demographic research information may affect employees’ mental state, and behavioral responses can significantly impact the study’s results.60,61 As a result, during the analysis process, demographic information should be controlled.

Ethical Issues

This study was carried out according to the recommendations of the Ethical Principles of Psychologists and Code of Conduct by the American Psychological Association [APA]. The research was granted access by the ethics committee of the School of Management, Jiangsu University, Zhenjiang, People’s Republic of China, and COMSATS University, Pakistan. The participating companies’ HR departments were informed, and all the participants provided the written consent. The research was conducted in compliance with the Declaration of Helsinki.

Findings and Discussions

The proportion of male employees in the effective sample subject was 54.14%. Employees aged 20–25 made up 33.08%, employees aged 26 to 30 accounted for 11.28%, employees aged 31 to 35 accounted for 36.84%, employees aged 36 to 40 made up 17.67%, and employees aged 41 and up made up 1.13%. The proportion of bachelor’s degree and above was 92.86%. The proportion of tenure in the current company below one year was 9.77%, the proportion of 1 to 3 years was 39.47%, the proportion of 4 to 7 years was 40.98%, the proportion of 8 to 11 years was 8.27%, the proportion for 12 years and above was 1.50%. The proportion of earning 15,000–20,000 per month was 53.76%, the proportion of earning 21,000–35,000 per month was 16.54%, the proportion of earning 36,000–50,000 per month was 19.55%, the proportion of earning 51,000–100,000 per month was 5.64%, and the proportion for more than 100,000 was 4.51%. In contrast, 137 employees were reported as having the same gender as their direct supervisors and accounted for 51.50% of the total samples. The majority of employees stayed with the same company for more than two years, and a significant proportion of supervisors stayed for more than four years.

Descriptive Statistics and Correlation Analysis

Descriptive statistics and correlation analysis results are exhibited in Table 1: Supervisor behavioral integrity is positively related to employee proactive behavior [r=0.315, p