To Help My Supervisor: Identification, Moral Identity, and Unethical Pro-supervisor Behavior

Johnson, Hana Huang; Umphress, Elizabeth E.

doi:10.1007/s10551-018-3836-z

Cited by 75 publications

(122 citation statements)

References 46 publications

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“…Although previous studies have suggested that reciprocity considerations moderate the relationship between LMX and unethical behavior (e.g., Umphress et al, 2010;Bryant and Merritt, 2019), our social exchange theory embedded experimental approach demonstrates that positive and negative reciprocity mediate this relationship. These results not only indicate that pro-other unethical behavior is distinct from proself unethical behavior, as is frequently implied (e.g., Umphress et al, 2010;Umphress and Bingham, 2011;Johnson and Umphress, 2018), but also demonstrate that they operate through distinct mechanisms.…”

Section: Theoretical Implicationssupporting

confidence: 66%

“…However, we left out three items across both sets because they referred to behaviors that were not unambiguously unethical. Furthermore, these items deviated from established unethical behavior scales (e.g., Umphress et al, 2010;Johnson and Umphress, 2018). than pro-leader (M = 2.09, SD = 1.20) unethical intentions, t(160) = 8.25, p < 0.001.…”

Section: The Effect Of Lmx On Unethical Intentionsmentioning

confidence: 66%

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The Dark Side of Relational Leadership: Positive and Negative Reciprocity as Fundamental Drivers of Follower’s Intended Pro-leader and Pro-self Unethical Behavior

et al. 2020

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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.

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Section: Theoretical Implicationssupporting

confidence: 66%

Section: The Effect Of Lmx On Unethical Intentionsmentioning

confidence: 66%

The Dark Side of Relational Leadership: Positive and Negative Reciprocity as Fundamental Drivers of Follower’s Intended Pro-leader and Pro-self Unethical Behavior

et al. 2020

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“…The influence of other leadership theories should be examined, including servant leadership or spiritual leadership, on unethical pro-organizational behavior. An interesting direction of research is also related to a variant of unethical pro-organizational behavior, namely, unethical pro-supervisor behavior [90]. In the future, it is also worth examining whether the dependency between authentic leadership and UPB will differ in organizations that have implemented the CSR strategy and ones that have not implemented such a strategy.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Influence of Authentic Leadership on Unethical Pro-Organizational Behavior: The Intermediate Role of Work Engagement

Gigol

2020

Sustainability

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Business ethics are an important part of corporate sustainability. Sustainability concerns not only the environment but also the well-being of employees, which includes work engagement. Authentic leadership has an impact on the work engagement and well-being of subordinates. The aim of the current research is to present the interdependencies between leadership, work engagement, and unethical pro-organizational behavior. A group of 623 employees from various organizations working in various positions in Central and Eastern Poland was surveyed. The relationships between the variables were analyzed using CB-SEM structural modeling methods. The estimation was completed on the basis of the highest probability method. The CB-SEM model was applied in order to verify the hypotheses that had been formulated. The current paper presents an intermediate role of work engagement between supervisors’ leadership and the unethical pro-organizational behavior of subordinates. The survey shows that authentic leadership induces subordinates to engage in unethical pro-organizational behavior. Practical implications were formulated, including company board greater integration of ethics into the core values of organizations and emphasis on learning business ethics in universities and MBA studies.

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“…Recently, Johnson & Umphress [10] and Mesdaghinia et al [11] have expanded the concept of unethical pro-organization behavior by specifying the beneficiaries of behaviors from the collective to supervisory individuals. In other words, they argued that individuals of an organization could engage in unethical behaviors (unethical pro-supervisor behavior) that undermine the desirable values of the larger society and country to which the organization belongs, for the benefit of their immediate supervisors.…”

Section: Introductionmentioning

confidence: 99%

“…And according to their researches, it was found that the followers' supervisor identification and supervisors' bottom-line mentality are the causes of unethical pro-supervisor behaviors, and moral identity plays a role as a moderating variable that weakens the occurrence of unethical pro-supervisor behaviors. However, according to Umphress & Bingham's [1] integrated theoretical model for unethical pro-organization behavior which reflects the person-situation interaction perspective and empirical researches on unethical pro-organization behavior, personal traits such as moral identity [10], moral development [10] as well as situational conditions such as culture [1], bottom-line mentality climate perceptions [12], industry competition perceptions [5] can control the occurrence of unethical pro-organizational behaviors. Similar to the researches on unethical pro-organizational behavior, it can be expected that situational conditions can control the occurrence of unethical pro-supervisor behavior.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Supervisor Identification on Unethical Pro-Supervisor Behavior: The Moderating Role of Employability Perceptions

Lee¹

2020

Preprint

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Under some employment circumstances, individuals in some organizations are willing to engage in unethical behaviors that benefit one’s own supervisors who have a great power to decide the levels of evaluation and compensation for each individual. In this study two hypotheses were examined. First, based on social identification theory, we hypothesized that individuals’ feeling a sense of oneness with one’s own supervisors promote unethical pro-supervisor behaviors (UPSB). Second, based on a person-situation interactionist model, we hypothesized that this positive relationship is strengthen if the individual perceives lower levels of one’s own employability. Data were collected from 185 individuals of various types of organizations in South Korea. A time-lagged field study supported our hypotheses. In particular, supervisor identification was positively related to UPSB. Further, for individuals with a weaker employability perception, supervisor identification was positively related to UPSB.

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To Help My Supervisor: Identification, Moral Identity, and Unethical Pro-supervisor Behavior

Cited by 75 publications

References 46 publications

The Dark Side of Relational Leadership: Positive and Negative Reciprocity as Fundamental Drivers of Follower’s Intended Pro-leader and Pro-self Unethical Behavior

The Dark Side of Relational Leadership: Positive and Negative Reciprocity as Fundamental Drivers of Follower’s Intended Pro-leader and Pro-self Unethical Behavior

Influence of Authentic Leadership on Unethical Pro-Organizational Behavior: The Intermediate Role of Work Engagement

The Effect of Supervisor Identification on Unethical Pro-Supervisor Behavior: The Moderating Role of Employability Perceptions

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