Courage in the workplace: The effects of organizational level and gender on the relationship between behavioral courage and job performance

Abstract

Abstract This study examines the relationship between behavioral courage and job performance, and explores the possible effects of organizational level and gender on this relationship. With a sample of managers from mid- to large-sized for-profit organizations in the United States, we found that behavioral courage was positively associated with job performance. Our results also revealed significant differences in supervisors’ ratings of behavioral courage between employees at low and high organizational levels. The effects of behavioral courage on job performance did not vary by organizational level. In turn, the moderating effect of gender on the association between behavioral courage and job performance was supported. The study results provide important theoretical and practical implications in the fields of organizational behavior, leadership studies, and human resource development. Recommendations for future research are discussed.

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