Across six studies we explore when, why, and how an individual's rank position affects their unethical intentions and behavior. We first demonstrate that competing to attain top ranks leads to more unethical intentions (Study 1) and behaviors (Study 2) than competing to attain intermediate or avoid bottom ranks -even when competing in ranks close to top and bottom ranks (Study 3). We then demonstrate that adding additional extrinsic value to top and bottom ranks (via rewards and punishments) increases unethical intentions for bottom ranks (Study 4), such that competing to attain top and avoid bottom ranks elicits more unethical intentions (Studies 4 and 6) and unethical behaviors (Study 5) than competing to attain intermediate ranks. Finally, we demonstrate that elevated perceptions of power and increases in moral rationalizations mediate these effects for top and bottom ranks respectively (Study 6). We discuss the theoretical and practical implications of these findings.

In this study, we use a social exchange perspective to examine when [i.e., high-vs. low-quality leader-member exchange (LMX)], why (i.e., positive vs. negative reciprocity), and how (i.e., pro-leader vs. pro-self unethical behavior) followers consider unethical behavior that either benefits the leader or the self. Across an experimental and a time-split survey study, we find that high-quality LMX relationships motivate pro-leader unethical intention as a means to satisfy positive reciprocity motives, and that lowquality LMX relationships motivate pro-self unethical intention as a means to satisfy negative reciprocity motives. Importantly, our studies demonstrate that it is crucial to incorporate both positive and negative reciprocity motives when studying the effects of LMX. Implications of these results for social exchange theory, LMX, and the broader literature of (self-and other-serving) unethical behavior are discussed.

This study examined whether and why authentic leadership predicts followers' performance. We hypothesized that authentic leadership predicts followers' learning goal orientation (goal to develop and improve), which, in turn, predicts followers' in-role and (civic virtue) extra-role performance. A multilevel, multisource, time-lagged study, conducted in telecommunications companies in Pakistan, among 115 supervisors and 345 reports supported indirect relations between authentic leadership and (1) follower in-role and (2) extra-role performance (civic virtue) mediated by followers' learning goal orientation.

The purpose of this research was to develop and test the Regulatory Goals and Strategies Questionnaire (RGSQ) to promote conceptual and empirical clarity in the literature on regulatory focus theory (RFT). According to RFT, construing an end-state as a maximal goal (ideal, gain, and advancement) elicits the adoption of an eager promotion-focused strategy, whereas construing an end-state as a minimal goal (ought, non-loss, and security) elicits the adoption of a vigilant prevention-focused strategy. This means that