Moral attentiveness as a boundary condition: Servant leadership and the impact of supervisor affiliation on pro‐group unethical behavior

Ouyang, Yang; Qu, Yuanmei; Hu, Hua; Yang, Mengxi

doi:10.1111/beer.12422

Cited by 12 publications

(5 citation statements)

References 53 publications

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“…This study also shows a close link between ethical leadership and the omnibus context's “where” dimension (Islam et al, 2019). Although some executives have been willing to improve and adapt health care to the needs of the local Inuit populations, the context does not enable them to act consistently with their moral responsibilities and convictions (Ouyang et al, 2022). This finding means that—without justice, courage, and truth—individual practices cannot resist the influence of institutional power (MacIntyre, 1985).…”

Section: Discussionmentioning

confidence: 99%

Ethical leadership in a complex environment: A case study on Nunavik health organizations

Morin

Talbot

2023

Business Ethics Env & Resp

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Despite being the primary homeland of Quebec's Inuit people, Nunavik's health care is typically planned and provided by non-Inuit newcomers. This retrospective case study investigates the effects of ethical leadership on the Westernized local Nunavik health care system's cultural sensitivity to its disproportionately Inuit populations. An integrative framework is developed that considers the dimensions of ethical leadership and the omnibus and discrete dimensions of context. This study shows that some Nunavik health care managers seek to improve and adapt the system to the needs of their Inuit populations, while others do not. Unfortunately, the context restricts the former managers' ability to act consistently with their moral responsibilities and beliefs. Specifically, the findings show various institutional barriers to providing respectful and sensitive health care to Inuit. This study contributes to the scientific literature on ethical leadership by proposing an integrative conceptual framework. This framework illustrates how ethical leadership is inseparable from organizational context, identifying 16 contextual factors influencing managers' ethical behavior.Finally, three practical recommendations are proposed to highlight the omnibus and discrete context elements.

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Section: Discussionmentioning

confidence: 99%

Ethical leadership in a complex environment: A case study on Nunavik health organizations

Morin

Talbot

2023

Business Ethics Env & Resp

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“…Our conceptual model on favoritism‐withdrawal behavior is underpinned by the social exchange theory (SET; Blau, 1964) as it dominates the organizational behavior literature in substantiating employee attitudes and behaviors (e.g., Ouyang et al, 2022). Guided by the norms of reciprocity (Gouldner, 1960), the theory purports that social behavior results from exchanges between two parties in that they engage in reciprocal behavior whether to continue the relationship or otherwise.…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

“…Our conceptual model on favoritism-withdrawal behavior is underpinned by the social exchange theory (SET; Blau, 1964) as it dominates the organizational behavior literature in substantiating employee attitudes and behaviors (e.g., Ouyang et al, 2022).…”

Section: The Theoretical Frameworkmentioning

confidence: 99%

The role of leader favoritism, unfairness, and employability in employee psychological withdrawal behavior

Shamsudin,

Bani‐Melhem,

Abukhait

et al. 2023

Business Ethics Env & Resp

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Given the adverse consequences of destructive leadership at work, we examine leader favoritism prevalent in contemporary organizations. Our study builds on previous research on unethical leadership behaviors and extends social exchange theory by assessing whether leader favoritism contributes to employee psychological withdrawal behavior at work and whether perceived unfairness explains this link, addressing a gap in the literature on this topic. In addition, we investigate the condition of perceived employability to seek whether the influence of perceived unfairness due to leader favoritism on psychological withdrawal behavior at work is strengthened when employees think they can secure alternative employment elsewhere. The study utilizes a two‐wave data collection approach to gather responses from 206 front end customer service employees working in the hospitality and tourism firms in the United Arab Emirates (UAE). The study findings offer empirical support for the proposed mediated moderation model. Specifically, the results demonstrate that leader favoritism directly, indirectly (via perceived unfairness), and positively influence employee withdrawal behaviors. This influence is stronger among employees who believe they can easily find alternative employment options. Our findings highlight the relevance of incorporating social exchange theory into the unethical leadership behaviors and withdrawal behaviors literature and provide valuable insights for managers into how to mitigate the practice of leader favoritism because of its adverse consequences on employees' work attitudes and behavior.

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“…On the other hand, according to the challenge-barrier stressor framework, citizenship pressure is a challenging stressor with clear and actionable coping strategies (OCBs), and individuals tend to face this work pressure through performance-enhancing efforts rather than direct withdrawal strategies [23,24]. At the same time, a large body of research suggests that employees may engage in unethical behavior to cope with workplace challenges such as performance pressure and stretch goals [7][8][9][10], and employees who invest in unethical behavior may indeed receive better performance evaluations [25].…”

Section: Citizenship Pressure and Pro-group Unethical Behaviormentioning

confidence: 99%

“…Pro-group unethical behavior refers to behaviors that violate moral, legal, or behavioral codes in an attempt to contribute to the well-being of their group [6]. Numerous studies have found that employees may use unethical behaviors to cope with challenges in the workplace [7][8][9][10]. In the practice of team competition, when employees, driven by citizenship pressure from their workgroup, are committed to roleexceeding behaviors that benefit team performance, they may also choose unconventional and unethical means under certain conditions, such as attacking other teams to gain a performance advantage for their own team.…”

Section: Introductionmentioning

confidence: 99%

From Citizenship Pressure to Pro-Group Unethical Behavior: The Dual-Stage Moderating Role of Self-Serving Political Will

Liu

et al. 2023

Behavioral Sciences

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Drawing upon social cognitive theory, our study proposes a dual-stage moderated mediation model that utilizes moral disengagement as the mediator and self-serving political will as the moderator to investigate whether, how, and when team-oriented citizenship pressure leads to pro-group unethical behavior. Data were collected through questionnaires from 527 Chinese employees in various industries. Amos and Process macro were used to test the model’s fit and hypotheses, respectively. The results showed that citizenship pressure has a positive effect on pro-group unethical behavior through moral disengagement. Moreover, self-serving political will is a positive moderator in both the first and second stages, as well as in the mediation effect. This study extends the related research field by linking citizenship pressure and political will with moral disengagement and pro-social unethical behavior, responding to some academic calls. When faced with team-oriented citizenship pressure, team members with high self-serving political will may become a sharp edge that stabs at other competing teams. Managers at the team and organizational levels can intervene in different ways depending on their constructive or destructive management goals.

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Moral attentiveness as a boundary condition: Servant leadership and the impact of supervisor affiliation on pro‐group unethical behavior

Cited by 12 publications

References 53 publications

Ethical leadership in a complex environment: A case study on Nunavik health organizations

Ethical leadership in a complex environment: A case study on Nunavik health organizations

The role of leader favoritism, unfairness, and employability in employee psychological withdrawal behavior

From Citizenship Pressure to Pro-Group Unethical Behavior: The Dual-Stage Moderating Role of Self-Serving Political Will

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