Drawing on moral identity theory and Social Cognitive Theory, we argue that self-value actualization, aligning and fulfilling personal moral values through behavior, is a critical link between moral identity and workplace behavior, i.e., organizational citizenship behavior (OCB) and counterproductive workplace behavior (CWB). We further hypothesize that aggressive organizational cultures weaken, while respectful cultures and high-quality supervisor feedback strengthen the positive effects of self-value actualization on ethical leadership and OCB. Our findings are expected to contribute to research on moral identity and workplace behavior by introducing self-value actualization as a novel mediating mechanism and highlighting the critical role of organizational and supervisory factors. These insights will offer actionable implications for fostering ethical and prosocial behaviors in diverse organizational contexts, addressing theoretical gaps, and providing a foundation for future work in this domain.
