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Bartels, Kynn K.; Harrick, Edward J.; Martell, Kathryn; Strickland, Donald E.

doi:10.1023/a:1005817401688

Cited by 102 publications

(7 citation statements)

References 16 publications

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“…First, organizations can take steps including training and interventions to strengthen ethical climate. Organizations’ ethical climate is not only helpful to manage the ethical behaviors within the organizations, but also has impact on shaping organizational members’ zero-tolerance attitude to leaders’ mistreatments and questionable behaviors (Bartels et al, 1998). Second, organizations should provide supportive and fair organizational conditions to encourage employees’ internal whistle blowing [e.g., online whistle-blowing reporting systems (WBRS)] and to protect employees from retaliation for whistle blowing (Lowry et al, 2013).…”

Section: Discussionmentioning

confidence: 99%

Will You Forgive Your Supervisor’s Wrongdoings? The Moral Licensing Effect of Ethical Leader Behaviors

Wang

Chan

2019

Front. Psychol.

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Moral licensing theory suggests that observers may liberate actors to behave in morally questionable ways due to the actors’ history of moral behaviors. Drawing on this view, a scenario experiment with a 2 (high vs. low ethical) × 2 (internal vs. external motivation) between-subject design (N = 455) was conducted in the current study. We examined whether prior ethical leader behaviors cause subordinates to license subsequent abusive supervision, as well as the moderating role of behavior motivation on such effects. The results showed that when supervisors demonstrated prior ethical behaviors, subordinates, as victims, liberated them to act in abusive ways. Specifically, subordinates showed high levels of tolerance and low levels of condemnation toward abusive supervision and seldom experienced emotional responses to supervisors’ abusive behaviors. Moreover, subordinates tended to attribute abusive supervision, viewed as a kind of mistreatment without an immediate intent to cause harm, to characteristics of the victims and of the organization rather than of the supervisors per se. When supervisors behaved morally out of internal rather than external motivations, the aforementioned licensing effects were stronger.

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Section: Discussionmentioning

confidence: 99%

Will You Forgive Your Supervisor’s Wrongdoings? The Moral Licensing Effect of Ethical Leader Behaviors

Wang

Chan

2019

Front. Psychol.

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“…Organizations marked by service climates focus on seeking feedback from customers, monitoring customer satisfaction, and, more than anything, remaining flexible to do what it takes to fulfill customer needs and requests (Gwinner, Bitner, Brown, & Kumar, 2005). In contrast, ethical climates stress policies and practices that exert control over employee behavior (Bartels, Harrick, Martell, & Strickland, 1998). As noted earlier, within the medical product industry, such ethical guidelines are intended, in part, to limit employees’ service activities, thereby preserving physicians’ ability to make patient-centered decisions by reducing the perceived obligation that may develop from their service relationships with sales reps.…”

Section: Service and Ethical Climates: Complementary Or Competing Eff...mentioning

confidence: 99%

Complementary or competing climates? Examining the interactive effect of service and ethical climates on company-level financial performance.

Myer

Thoroughgood

Mohammed

2016

Journal of Applied Psychology

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By bending rules to please their customers, companies with high service climates may be less ethical but ultimately more profitable. In this article, we pose the question of whether being ethical comes at a cost to profits in customer-oriented firms. Despite the organizational reality that multiple climates coexist at a given time, research has largely ignored these types of questions, and the simultaneous analysis of multiple climate dimensions has received little empirical attention to date. Given their scientific and practical importance, this study tested complementary and conflicting perspectives regarding interactions between service (outcome-focused) and ethical (process-focused) climates on company-level financial performance. Drawing on a sample of 16,862 medical sales representatives spread across 77 subsidiary companies of a large multinational corporation in the health care product industry, we found support for a complementary view. More precisely, results revealed that profitability was enhanced, not diminished, in service-oriented firms that also stressed the importance of ethics. Results suggest studying the interactive effects of multiple climates is a more fruitful approach than examining main effects alone. (PsycINFO Database Record

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“…Situational factors include codes of ethics, industry type, organizational size, rewards and sanctions, organizational pressures, and leadership behaviors. Other research studies examine contextual factors such as the influence of climate or culture on ethical decision-making and responses [29][30].…”

Section: Situational Factors That Impact Responses To Ethical Violationsmentioning

confidence: 99%

Responses to Ethical Violations by Female Sports Leaders: A Relational Approach

Murrell

2019

PPRS

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Using Rusbult's investment typology of exit, voice, loyalty and neglect response categories [1], we employ a relational approach to understand how contextual and situational factors influence female athletic leaders' responses to ethical violations. Specifically, we examine blatant versus subtle violations (situational) versus rule-based and gender-based violations (contextual) factors. We find that female athletic leaders elected constructive (voice, loyalty) responses more frequently when violations were blatant or destructive (exit, neglect) responses were selected more frequently when violations were subtle. Violations that were gender-based versus rule-based elicited more destructive (exit, neglect) responses. Implications for how to increase leaders' effectiveness and the role of gender in responses to ethical violations are discussed.

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Untitled

Cited by 102 publications

References 16 publications

Will You Forgive Your Supervisor’s Wrongdoings? The Moral Licensing Effect of Ethical Leader Behaviors

Will You Forgive Your Supervisor’s Wrongdoings? The Moral Licensing Effect of Ethical Leader Behaviors

Complementary or competing climates? Examining the interactive effect of service and ethical climates on company-level financial performance.

Responses to Ethical Violations by Female Sports Leaders: A Relational Approach

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