A Trickle-Down Model of I-Deals
Integrating social learning and career customization theories, in this research we set out to explore a trickle-down model of i-deals. We argue that managers’ own task i-deals are positively associated with employees’ task i-deals, which, in turn, also relate positively to employees’ work performance and career promotability. Moreover, we integrate two types of contextual conditions in our model. On the one hand, we propose that managers’ servant leadership moderates the positive association between managers’ own task i-deals and those of their employees. On the other, we propose that employees’ prosocial motives moderate the positive association between employees’ task i-deals and their outcomes, i.e., work performance and career promotability. Results from a matched employee- manager data set collected in the Philippines supported our empirical model. This study contributes to i-deals research by: 1) exploring antecedents to employees’ task i-deals from the lens of their managers’ own task i-deals; 2) revealing whether and how employees’ i-deals are beneficial both for themselves and for their organization, as predicted in i-deals’ theory; and 3) integrating two contextual conditions that emphasize the importance of broader social elements inherent in i-deals. Our findings suggests that managers should pay particular attention to the social context in which i-deals occur.