How do employees react to leaders’ unethical behavior? The role of moral disengagement

Concerns over unethical leader behavior persist in today's workplace. Although some employees continue to support their leaders after learning of their unethical actions, others do not. In this paper, we integrate social cognitive theory with social information processing theory to propose that the support employees give to leaders who act unethically hinges on their propensity to morally disengage. Specifically, we develop a conditional indirect effects model, wherein moral disengagement propensity mitigates the negative impact of unethical leader behavior on leader-directed support via employees’ perceptions of value congruence with and trust in the leader. The sum result is an improved understanding of when and why employees offer support to versus withhold support from leaders who act in ethically questionable ways.     

伦理型领导、工具主义伦理气氛与员工不道德行为：内部人身份感知的调节作用

通过对379名企业员工的问卷调查,探讨伦理型领导对员工不道德行为的影响机制。结果发现：伦理型领导与工具主义伦理气氛显著负相关;组织伦理气氛在伦理型领导与不道德行为之间起部分中介作用;内部人身份感知调节了组织伦理气氛在伦理型领导与不道德行为关系的中介作用。内部人身份感知水平越高,组织伦理气氛的中介作用越强。     

Exploring Individual‐Level Factors Related to Employee Energy‐Conservation Behaviors at Work1

The higher costs of energy have increased organizations' interest in searching for ways to reduce energy use. Typically, organizations have utilized structural or operational changes to decrease their energy use. Another approach involves the energy‐conservation behaviors of an organization's employees. Drawing on value‐belief‐norm theory ( Stern, 2000b ), we examined the individual‐level factors related to energy‐conservation behaviors at work among employees of a large state university. Using path analysis, we found that environmental personal norms predicted self‐reported energy‐conservation behaviors, as well as behavioral intentions. Environmental personal norms also mediated the relationship of environmental worldviews with self‐reported energy‐conservation behaviors, as well as behavioral intentions. Implications for theory and organizational energy‐conservation interventions are discussed.     

Intelligence,Executive Functions,and Decision Making as Predictors of Antisocial Behavior in an Adolescent Sample of Justice‐Involved Youth and a Community Comparison Group

A clinical sample of justice‐involved male adolescents and a community comparison group were compared on a battery of cognitive ability tasks (intelligence and executive functions), decision making measures, and other individual difference measures, including ratings of self‐control, recognition of morally debatable behaviors, and antisocial beliefs. The clinical sample displayed lower performance on cognitive abilities and decision making than the community comparison group. In particular, the clinical group displayed less otherside thinking and more hostile attribution biases in unintentional situations compared with the community comparison group. Cognitive abilities and the decision making performance predicted group membership. Then, group membership, ratings of self‐control, attitudes about morally debatable behaviors, and antisocial beliefs predicted ratings of antisocial behavior in the full sample. These findings suggest that measures of cognitive ability and decision making make separate contributions to explaining antisocial behaviors. In addition, the predictors of group membership and antisocial behavior did not overlap, suggesting that antisocial behavior engagement in clinical samples may be separable from the continuum of antisocial behavior across the full sample. Cognitive science models of decision making can provide a framework for understanding antisocial behavior in clinical and community samples of adolescents. Copyright © 2015 John Wiley & Sons, Ltd.     

Moral Disengagement Through Displacement of Responsibility: The Role of Leadership Beliefs

The present study examined the relationship between a person's leadership beliefs and the propensity to justify his or her unethical behavior by shifting responsibility to those people in leadership positions who ordered or condoned the behavior. Theoretical support for this relationship comes from the moral disengagement branch of social cognitive theory, which proposes that one cognitive mechanism people employ to justify unethical behavior involves displacing responsibility for their action onto someone else ( Bandura, 1999b ). The study's results revealed that leadership self‐efficacy, affective and noncalculative motivation to lead, and shared orientation toward leadership were related to moral disengagement through the displacement of responsibility.     

“I don't want to be near you,unless…”: The interactive effect of unethical behavior and performance onto relationship conflict and workplace ostracism

Examined through the lens of moral psychology, we investigate when and why employees’ unethical behaviors may be tolerated versus rejected. Specifically, we examine the interactive effect of employees’ unethical behaviors and job performance onto relationship conflict, and whether such conflict eventuates in workplace ostracism. Although employees’ unethical behaviors typically go against moral norms, high job performance may provide a motivated reason to ignore moral violations. In this regard, we predict that job performance will mitigate the relationship between employee unethical behavior and workplace ostracism, as mediated by relationship conflict. Study 1, a multisource field study, tests and provides support for Hypotheses 1 and 2. Study 2, also a multisource field study, provides support for our fully specified model. Study 3, a time‐lagged field study, provides support for our theoretical model while controlling for employees’ negative affectivity and ethical environment. Theoretical and practical implications are discussed.     

资质过剩感与亲组织不道德行为：心理特权与谦卑型领导的作用

运用自我评价理论视角,并采用两阶段追踪调查问卷方法收集数据,探讨了资质过剩感与亲组织不道德行为的关系以及心理特权和谦卑型领导在两者关系中的作用机制。实证分析结果表明：资质过剩感显著正向影响心理特权,心理特权在资质过剩感与亲组织不道德行为之间起到中介作用,谦卑型领导显著负向调节资质过剩感与心理特权的关系。研究对管理实践有一定的启示,丰富了资质过剩感和亲组织不道德行为理论。     

Beneath the Surface: Uncovering the relationship between extraversion and organizational citizenship behavior through a facet approach

To date, an empirical link between the broad factor extraversion and organizational citizenship behavior (OCB) has not been found. We propose that a facet conceptualization of extraversion including surgency, sociability and positive emotions predict an individual's level of citizenship behaviors in opposing ways, thus masking the predictive ability of a broad factor of extraversion. In study one, we establish the foundation for predictive differences by documenting differential relationships between the facets of extraversion and the type of organizational cultures potential job applicants are attracted to. In study two, analysis of peer rated OCB from 117 individuals working in various organizations supports the superior predictive ability of the facets over that of the broad factor.     

Investigating the motivations underlying harmful social behaviors and the motivational nature of social norms

The present research applies a self‐determination theory framework to capture the broad spectrum of reasons why individuals engage in harmful normative behaviors. This correlational study (N = 242) focused on harmful behaviors that were either supported by one's in‐group or not. Participants whose in‐group encourages them to engage in a harmful behavior reported stronger motivation, both self‐determined and non‐self‐determined. Perceiving strong in‐group norms in favor of these behaviors was associated positively with the non‐self‐determined motivation pertaining to introjected regulation. The more participants agreed with an in‐group norm in favor of a harmful behavior, the stronger their self‐determination for engaging in this behavior. Results are discussed in light of self‐determination theory, normative models of social influence, and intergroup theories.     

Assessing the Role of the Self‐Concept on the Destructive Impact of Obsessive–Compulsive Disorder in Managers

Managers can have personal afflictions that may interfere with their role as managers in an organization. One of these maladies is obsessive‐compulsive disorder (OCD), a condition frequently identified with excessive patterns of seemingly unnecessary behavior. OCD compels individuals to seek “perfection” in the accomplishment of primarily routine tasks. This overt routine of behaviors distracts individuals from accomplishing their goals and those they manage. This paper examines the role of self‐concept as being central in identifying and understanding the characteristics of the behavioral disorder OCD and how to modify the self‐concept to prevent disruption in the workplace. In addition, the paper explores how to measure OCD and the impact of maladies on peers, subordinates, and superiors in the organization. I've learned . . . that we should be glad God doesn't give us everything we pray for. —My father     

Exchange Ideology as a Moderator of Job Attitudes-Organizational Citizenship Behaviors Relationships1

Following work on organizational citizenship behaviors (cf. Organ, 1988). the present study examined job satisfaction, perceptions of organizational support, and organizational commitment as predictors of organizational citizenship behaviors. Regression analyses on data collected from workers in a small tooling plant indicated that exchange ideology moderated the relationships between ratings of OCB's and organizational support scores. For tool workers whose attitudes and behaviors were more dependent on organization reinforcement, OCB ratings were positively related to organizational support. However, for those whose attitudes and behaviors were more independent of organization reinforcement. OCB ratings were considerably less related to organizational support scores. The pattern was similar for OCB ratings and job satisfaction scores. These data are consistent with those reported previously (e.g., Eisenberger. Huntington. Hutchinson, & Sowa, 1986) and suggest that the salience of job attitudes in the decision to manifest organizational citizenship behaviors may be influenced by the individual's exchange ideology.     

Is risk-taking propensity associated with unethical behaviors? An experimental study

Are risk-takers more likely to engage in unethical behaviors? We examined the relationship between risk-taking propensity and cheating in two experimental studies. In Study 1, we examined the relationship between subjects’ risk-taking propensity and their actual self-serving dishonesty using a gambling-like task. The results suggested that risk-taking propensity, measured using a behavioral approach, was positively correlated with actual self-serving dishonest behavior. In Study 2, we measured participants’ performances using a matrices test and found that the positive correlation still held. We found that participants with high risk-taking propensity reported a lower perceived probability of being detected, which might drive their dishonest behavior.     

An Exploration of the Dishonest Side of Self‐Monitoring: Links to Moral Disengagement and Unethical Business Decision Making

The majority of research on self‐monitoring has focused on the positive aspects of this personality trait. The goal of the present research was to shed some light on the potential negative side of self‐monitoring and resulting consequences in two independent studies. Study 1 demonstrated that, in addition to being higher on Extraversion, high self‐monitors are also more likely to be low on Honesty‐Humility, which is characterized by a tendency to be dishonest and driven by self‐gain. Study 2 was designed to investigate the consequences of this dishonest side of self‐monitoring using two previously unexamined outcomes: moral disengagement and unethical business decision making. Results showed that high self‐monitors are more likely to engage in unethical business decision making and that this relationship is mediated by the propensity to engage in moral disengagement. In addition, these negative effects of self‐monitoring were found to be due to its low Honesty‐Humility aspect, rather than its high Extraversion side. Further investigation showed similar effects for the Other‐Directedness and Acting (but not Extraversion) self‐monitoring subscales. These findings provide valuable insight into previously unexamined negative consequences of self‐monitoring and suggest important directions for future research on self‐monitoring. Copyright © 2013 European Association of Personality Psychology     

Development of a measure of workplace deviance

The purpose of this research was to develop broad, theoretically derived measure(s) of deviant behavior in the workplace. Two scales were developed: a 12-item scale of organizational deviance (deviant behaviors directly harmful to the organization) and a 7-item scale of interpersonal deviance (deviant behaviors directly harmful to other individuals within the organization). These scales were found to have internal reliabilities of .81 and .78, respectively. Confirmatory factor analysis verified that a 2-factor structure had acceptable fit. Preliminary evidence of construct validity is also provided. The implications of this instrument for future empirical research on workplace deviance are discussed.     

Relative Leader–Member Exchange Within Team Contexts: How and when Social Comparison Impacts Individual Effectiveness

A multilevel model was developed to examine how and when a focal individual's leader–member exchange (LMX) relative to the LMXs of coworkers within the team (relative LMX, or RLMX) influences individual in‐role performance, organizational citizenship behavior (OCB), and job satisfaction. Results, based on a sample of 275 leader–member dyads within 35 teams of a beverage company, largely supported the hypotheses. Specifically, using multilevel polynomial regression analyses, the results showed that self‐efficacy partially mediated the relationship between RLMX and in‐role performance and job satisfaction, and fully mediated the relationship between RLMX and OCB. Furthermore, the results demonstrated that team identification attenuated RLMX's direct effect on self‐efficacy, and indirect effects on in‐role performance and OCB and team supportive behavior attenuated RLMX's direct effect on self‐efficacy and indirect effect on in‐role performance.     

Duty orientation: Theoretical development and preliminary construct testing

We develop and test the construct of duty orientation that we propose is valuable to advancing knowledge about ethical behavior in organizations. Duty orientation represents an individual’s volitional orientation to loyally serve and faithfully support other members of the group, to strive and sacrifice to accomplish the tasks and missions of the group, and to honor its codes and principles. We test the construct validity and predictive validity of a measure of duty orientation across five studies and six samples. Consistent with the conceptualization of duty orientation as a malleable construct, we found in separate field studies that duty orientation mediates the relationship between ethical leadership and ethical and unethical behaviors, and between transformational leadership and ethical behavior. In predicting ethical and unethical behavior, duty orientation demonstrated incremental predictive validity beyond the effects of affective organizational commitment, organizational identification, experienced job responsibility, collective self-construal, and organizational values congruence.     

Keeping it all without being buried alive: Understanding product retention tendency

This research introduces product retention tendency, a consumer lifestyle trait characterized by an individual's propensity to retain consumption-related possessions. We develop a parsimonious measure of product retention tendency. Next, we report on the results of two studies designed to contrast product retention tendency with clinical compulsive hoarding, examining the relationships between these different types of keeping behavior as related to waste avoidance and product attachment tendencies. Three experimental studies examine the relationship between product retention tendency and the decision to retain versus relinquish different types of possessions, including used and in- need-of-repair durables, as well as perishable possessions.     

员工非伦理行为如何招致同事攻击:道义公正视角

通过整合理性判断与道义公正模型,聚焦非伦理行为实施者被同事攻击的现象,提出员工的非伦理行为导致同事道义不公正,进而引发同事的攻击行为。并且,这个过程分别受到伦理领导的正向影响和任务互依性的负向影响。通过分析265组来自浙江省一家大型制造企业一线员工的双点数据,结果表明同事道义不公正在员工非伦理行为与其被同事攻击之间起到了中介作用;伦理领导正向调节了非伦理行为对同事道义不公正的影响,即伦理领导增强了员工非伦理行为对同事道义不公正的正向作用,从而导致同事攻击行为的产生;任务互依性负向调节了同事道义不公正与攻击行为之间的正向关系,并且减弱了同事道义不公正在员工非伦理行为与攻击行为之间的中介作用。研究结果为控制和预防职场非伦理行为提供了理论依据和实践启示。     

Probing the link between narcissism and gambling: the mediating role of judgment and decision‐making biases

In this paper, three studies link narcissism to gambling in general, and gambling‐related problems in particular, and the predictive link is shown to be mediated by judgment and decision processes. In Study 1, we demonstrate that narcissism relates to greater self‐reported gambling frequency and gambling‐related monetary expenditures in two samples. We extend these initial findings in Study 2 by showing that narcissism predicts higher reports of gambling‐related pathology, as measured with a DSM‐IV‐based pathological gambling (PG) screen. Finally, we demonstrate in Study 3 that the link between gambling pathology and narcissism is partially mediated by narcissists' overconfidence, heightened risk acceptance, and myopic focus on reward, as measured by participants' behavioral performance on the Georgia Gambling Task (GGT) and Iowa Gambling Task (IGT). Discussion focuses on the empirical validation of the long‐assumed narcissism–gambling link, the decision processes that underlie this link, and relations between narcissists' self‐perceptions and their self‐defeating behavior, especially in risk‐relevant contexts. Copyright © 2007 John Wiley & Sons, Ltd.     

An Indecent Proposal: The Dual Functions of Indirect Speech

People often use indirect speech, for example, when trying to bribe a police officer by asking whether there might be “a way to take care of things without all the paperwork.” Recent game theoretic accounts suggest that a speaker uses indirect speech to reduce public accountability for socially risky behaviors. The present studies examine a secondary function of indirect speech use: increasing the perceived moral permissibility of an action. Participants report that indirect speech is associated with reduced accountability for unethical behavior, as well as increased moral permissibility and increased likelihood of unethical behavior. Importantly, moral permissibility was a stronger mediator of the effect of indirect speech on likelihood of action, for judgments of one's own versus others' unethical action. In sum, the motorist who bribes the police officer with winks and nudges may not only avoid public punishment but also maintain the sense that his actions are morally permissible.