Encouraging employees to report unethical conduct internally: It takes a village |
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Authors: | David M. Mayer,Samir Nurmohamed,Linda Klebe Treviñ o,Debra L. Shapiro,Marshall Schminke |
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Affiliation: | 1. Ross School of Business, University of Michigan, 701 Tappan Street, Ann Arbor, MI 48109-1234, United States;2. Smeal College of Business, The Pennsylvania State University, 402 Business Building, University Park, PA 16801, United States;3. Robert H. Smith School of Business, University of Maryland, 4520 Van Munching Hall, College Park, MD 20742, United States;4. College of Business Administration, University of Central Florida, Orlando FL 32816-1400, United States |
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Abstract: | Via three studies of varying methodologies designed to complement and build upon each other, we examine how supervisory ethical leadership is associated with employees’ reporting unethical conduct within the organization (i.e., internal whistle-blowing). We also examine whether the positive effect of supervisory ethical leadership is enhanced by another important social influence: coworkers’ ethical behavior. As predicted, we found that employees’ internal whistle-blowing depends on an ethical tone being set by complementary social influence sources at multiple organizational levels (both supervisory and coworker levels), leading us to conclude that “it takes a village” to support internal whistle-blowing. Also, this interactive effect was found to be mediated by a fear of retaliation in two studies but not by perceptions of futility. We conclude by identifying theoretical and practical implications of our research. |
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Keywords: | Ethics Whistle-blowing Leadership Coworkers |
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