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.

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This article examines work to family conflict for Hispanic Business Professionals with varied levels of Hispanic identity. Based on this study of 971 Hispanics from across the United States, results show that level of Hispanic identity moderates the relationship between work to family conflict and job satisfaction. The authors posit that identification with a culture of collectivism may attenuate the negative impact of work to family conflict on job satisfaction, enabling Hispanic professionals to view work as a way of supporting the family and contributing to the greater good of the groups to which they belong.

Purpose – Utilizing attribution theory, the purpose of this paper is to propose a more nuanced theoretical understanding of role clarity – supervisor satisfaction trajectories. The authors also identify leadership characteristics that moderate these trajectories: supervisor developmental feedback (SDF) and interpersonal justice. Design/methodology/approach – In this field study, survey responses were collected from 334 employees. Data were submitted to hierarchical polynomial regression. Findings – The impact of too much role clarity was dependent on the level of interpersonal justice and SDF. When these moderators were high, too much role clarity had a decremental effect on supervisor satisfaction. When these moderatos were low, high role clarity was depicted by an asymptotic trajectory. Research limitations/implications – Cross-sectional data were collected from a single source. Future research might attempt to replicate findings using longitudinal designs and multiple data sources. Proposed mediating mechanisms might be measured and incorporated into tests of the theoretical models. Practical implications – When managing employee role clarity, more is not always better. Decision makers should examine supervisor-subordinate characteristics to predict employee responses to increased levels of role clarity. Even under optimal conditions, one should expect decreasing marginal returns from role clarity interventions. Originality/value – This is the first study to explore nonlinear relationships between role clarity and supervisor satisfaction. This is also the first study to explore moderators of role clarity trajectories.

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