Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle
Unethical behavior in organizations has attracted much attention among researchers, yet we know little about when and why unethical behavior conducted by leaders that is intended to benefit the organization—or leader unethical pro-organizational behavior (UPB)—might translate into employee unethical...
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| Published in: | Journal of management Vol. 48; no. 2; pp. 350 - 379 |
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| Main Authors: | , , , , , |
| Format: | Journal Article |
| Language: | English |
| Published: |
Los Angeles, CA
SAGE Publications
01.02.2022
Sage Publications Ltd |
| Subjects: | |
| ISSN: | 0149-2063, 1557-1211 |
| Online Access: | Get full text |
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| Abstract | Unethical behavior in organizations has attracted much attention among researchers, yet we know little about when and why unethical behavior conducted by leaders that is intended to benefit the organization—or leader unethical pro-organizational behavior (UPB)—might translate into employee unethical behavior. Drawing on a social-learning-of-principle perspective, which proposes that people can learn the principles that govern observed behaviors, we propose that employees, especially those with a high power distance orientation, can abstract and learn a moral disengagement behavioral principle by observing leader UPB. This learned moral disengagement behavioral principle then enables them to engage in unethical behaviors that may be intended to benefit or harm their organizations. In two multiwave field studies with data collected from real estate agents, we found overall support for our theoretical model but the moderating effect of power distance orientation. We discuss some key theoretical and practical implications of these findings. |
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| AbstractList | Unethical behavior in organizations has attracted much attention among researchers, yet we know little about when and why unethical behavior conducted by leaders that is intended to benefit the organization—or leader unethical pro-organizational behavior (UPB)—might translate into employee unethical behavior. Drawing on a social-learning-of-principle perspective, which proposes that people can learn the principles that govern observed behaviors, we propose that employees, especially those with a high power distance orientation, can abstract and learn a moral disengagement behavioral principle by observing leader UPB. This learned moral disengagement behavioral principle then enables them to engage in unethical behaviors that may be intended to benefit or harm their organizations. In two multiwave field studies with data collected from real estate agents, we found overall support for our theoretical model but the moderating effect of power distance orientation. We discuss some key theoretical and practical implications of these findings. |
| Author | Huai, Mingyun Lian, Huiwen Huang, Jia-Chi Chao, Melody M. Farh, Jiing-Lih Lee, Cynthia |
| Author_xml | – sequence: 1 givenname: Huiwen orcidid: 0000-0003-0556-6399 surname: Lian fullname: Lian, Huiwen organization: University of Kentucky – sequence: 2 givenname: Mingyun surname: Huai fullname: Huai, Mingyun email: myhuai@tongji.edu.cn organization: Tongji University – sequence: 3 givenname: Jiing-Lih surname: Farh fullname: Farh, Jiing-Lih organization: China Europe International Business School – sequence: 4 givenname: Jia-Chi surname: Huang fullname: Huang, Jia-Chi organization: National Chengchi University – sequence: 5 givenname: Cynthia surname: Lee fullname: Lee, Cynthia organization: Northeastern University – sequence: 6 givenname: Melody M. surname: Chao fullname: Chao, Melody M. organization: Hong Kong University of Science and Technology |
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| Keywords | social learning power distance moral disengagement leader unethical pro-organizational behavior principle learning |
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| SubjectTerms | Behavior Disengagement Employees Estate agents Ethics Morality Organizational behavior Power Real estate Social & emotional learning Social factors Social learning |
| Title | Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle |
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