Is behaving unethically for organizations a mixed blessing? A dual-pathway model for the work-to-family spillover effects of unethical pro-organizational behavior

Chen, Haixiao; Kwan, Ho Kwong; Xin, Jie

doi:10.1007/s10490-021-09776-8

Cited by 25 publications

(11 citation statements)

References 116 publications

(198 reference statements)

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“…These findings have important implications for organizational ethics, which often argue that the CEO's dark triad can encourage unethical behaviors (Harrison et al, 2018;Chen et al, 2021Chen et al, , 2022. Indirect effects of CEO dark triad on organizational performance through managerial capital, conditional on competitive rivalry.…”

Section: Discussionmentioning

confidence: 84%

“…noted the importance of examining CEO narcissism and this is part of the growing attention focusing on unethical behavior (e.g., Chen et al, 2022), including the dark triad (Harrison et al, 2018). This is an important aspect to explore, as CEOs/business leaders guide firms, setting direction and tone.…”

Section: Introductionmentioning

confidence: 99%

“…However, while the meta-analysis by Wang et al (2016) provided strong evidence of CEO's personality shaping firm performance, there was little exploration of dark personalities, and this is a vital gap that we explore because of their importance to a firm's ethical behaviors (Chen et al, 2021(Chen et al, , 2022. This is important because Islam (2020) called for greater insights into ethical behavior by focusing on personality.…”

Section: Introductionmentioning

confidence: 99%

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Is the dark triad always detrimental to firm performance? Testing different performance outcomes and the moderating effects of competitive rivalry

Haar

Jong²

2023

Front. Psychol.

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There is growing evidence that CEOs who have the ‘dark triad’ of personality traits (Machiavellianism, narcissism, and psychopathy) detrimentally influence firm performance. However, there is still much we do not know. The present study suggests that the CEO dark triad might directly influence typical performance indicators in different ways: positively affecting external performance indicators (breakthrough sales), but negatively affecting internal performance indicators (organizational performance). We argue that the CEO dark triad can be interpreted differently by those external to the firm versus internally, where managers are much closer to the CEO’s dark personality. Our model includes managerial capital as a mediator and competitive rivalry as a moderator, and ultimately tests a moderated mediation model. Using data from 840 New Zealand firms, we find that the dark triad links to outcomes, as expected. While the CEO dark triad is negatively related to managerial capital, managerial capital does positively predict both performance indicators, and partially mediates the CEO dark triad effect. Overall, moderating effects highlight that the CEO dark triad is less detrimental in fiercely competitive business environments, acting as a consistent boundary condition across models. As competitive rivalry increases, the indirect effect of the CEO dark triad on performance decreases. We discuss the implications for understanding the role that the CEO dark triad can play in firms.

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Section: Discussionmentioning

confidence: 84%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Is the dark triad always detrimental to firm performance? Testing different performance outcomes and the moderating effects of competitive rivalry

Haar

Jong²

2023

Front. Psychol.

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“…Consistent with this, Liu et al (2021) also found that employee UPB increased both pride and guilt, which were associated with subsequent state anxiety and work‐to‐life conflict. In other work documenting mixed effects of UPB on life outside of work, Chen et al (2021) found that UPB was associated with both organization‐based self‐esteem and stress at work, which subsequently predicted work‐to‐family positive spillover and work‐to‐family conflict, respectively.…”

Section: Theoretical Perspectives and Empirical Research On Upbmentioning

confidence: 99%

Good intentions, bad behavior: A review and synthesis of the literature on unethical prosocial behavior (UPB) at work

Lupoli

Newman

et al. 2022

J Organ Behavior

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Summary Scholars have investigated work behaviors that are intended to help others, yet at the same time violate societal values, norms, laws, or standards of proper conduct. We refer to these actions collectively as unethical prosocial behavior (UPB) at work. In this paper, we provide a critical review of the UPB literature. Our review makes several contributions: First, we clarify definitional issues surrounding UPB, while also offering suggestions for the improvement of measurement and methodology in the study of UPB. Second, we review the major theoretical perspectives that have been adopted in empirical research on UPB at different levels of analysis and summarize the empirical findings on the topic. In doing so, we highlight the theoretical and empirical challenges facing this work. Finally, we develop an agenda for future research that clears a path toward resolving these issues and advancing knowledge of UPB.

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“…In contrast, if employees believe that unconditional obedience to organizational leaders is inappropriate, they may be more reluctant to go out of their way to shield the organization from external criticism with morally questionable actions. These employees likely enjoy less personal fulfillment from allocating personal energy to pro-organizational activities that ultimately may backfire (Chen et al, 2022;Haslam and Reicher, 2017). This study hypothesizes:…”

Section: Mrr 4611mentioning

confidence: 99%

The damage of deference: how personal and organizational factors transform deference to leader authority into unethical pro-organizational behavior

Clercq

2023

MRR

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Purpose The purpose of this study is to examine how employees’ deference to leader authority may induce their unethical pro-organizational behavior (UPB) and whether this translation is more likely to materialize in the presence of two personal factors (dispositional greed and proactive personality) and two organizational factors (workplace status and job rotation). Design/methodology/approach The empirical assessment of the research hypotheses relies on quantitative survey data collected among 350 Canadian-based employees who work in the healthcare sector. The statistical analyses include hierarchical moderated regression. Findings The role of deference to leader authority in stimulating UPB is greater when employees (1) have a natural disposition to always want more, (2) enjoy initiative taking, (3) believe that they have a great deal of prestige in the organization and (4) operate in an organizational environment in which job rotation across different departments is encouraged. Practical implications The results inform managers about the risk that employees’ willingness to obey organizational authorities unconditionally might escalate into negative behaviors that can cause harm to both the organization and employees in the long run, as well as the personal and organizational circumstances in which this escalation is more likely to occur. Originality/value This study extends extant research by investigating the conditional effects of an unexplored determinant of UPB, namely, a personal desire to defer to organizational leaders.

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Is behaving unethically for organizations a mixed blessing? A dual-pathway model for the work-to-family spillover effects of unethical pro-organizational behavior

Cited by 25 publications

References 116 publications

Is the dark triad always detrimental to firm performance? Testing different performance outcomes and the moderating effects of competitive rivalry

Is the dark triad always detrimental to firm performance? Testing different performance outcomes and the moderating effects of competitive rivalry

Good intentions, bad behavior: A review and synthesis of the literature on unethical prosocial behavior (UPB) at work

The damage of deference: how personal and organizational factors transform deference to leader authority into unethical pro-organizational behavior

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