Perceived Overqualification, Leader Integrity, and Proactive Customer Service Performance

Drawing from social identity theory and social cognitive theory, this study investigates the mediating role of organizational identification in the relationship between perceived overqualification and proactive customer service performance, as well as the moderating role of leader integrity via leader mindful attention. Results from a two-wave, two-source field survey of 204 employees and 90 leaders indicate that organizational identification mediates the relationship between perceived overqualification and proactive customer service performance. This indirect relationship is strengthened when leaders exhibit higher levels of integrity. Moreover, the moderating effect of leader integrity is accounted for by leader mindful attention. These findings deepen our understanding of how employees’ perceptions of overqualification shape customer-related outcomes and offer practical implications for how organizations may foster proactive customer service performance among employees.