(Un)ethical behavior in organizations

Opening Constructive Dialogues Between Business Ethics Research and the Sociology of Morality: Introduction to the Thematic Symposium

Over the last decade, scholars across the wide spectrum of the discipline of sociology have started to reengage with questions on morality and moral phenomena. The continued wave of research in this field, which has come to be known as the new sociology of morality, is a lively research program that has several common grounds with scholarship in the field of business ethics. The aim of this thematic symposium is to open constructive dialogues between these two areas of study. In this introductory essay, we briefly present the project of the new sociology of morality and discuss its relevance for business ethics. We also review the contributions to this thematic symposium and identify four specific domains where future research can contribute to fruitful dialogues between the two fields.

The Two-Sided Effect of Leader Unethical Pro-organizational Behaviors on Subordinates' Behaviors: A Mediated Moderation Model

Research suggests that unethical pro-organizational behavior (UPB) has two conflicting characteristics: unethical and pro-organizational. However, little attention has been paid to the negative and positive outcomes of UPB. Therefore, the present study aimed to fill this gap by examining a mediated moderation model on the effects of leader UPB on their subordinates’ behaviors. Based on social information processing theory and three-wave survey data from 204 supervisor-subordinate dyads in China, we found that the mixed relationships between leader UPB and subordinates’ behaviors were dependent on the leader’s Machiavellianism. Specifically, for high Machiavellian leaders, their UPB was positively related to subordinates’ unethical behaviors via subordinates’ moral disengagement. For low Machiavellian leaders, their UPB was positively related to subordinates’ organizational citizenship behaviors via their organizational identification. The theoretical contributions and practical implications of the findings are discussed.

Influence of Challenge–Hindrance Stressors on Unethical Pro-Organizational Behavior: Mediating Role of Emotions

Unethical pro-organizational behavior (UPB), which threatens the sustainable development of enterprises, has become important research content in organizational management in recent years. Based on the framework of challenge–hindrance stressors, we explored the effect of stress on UPB from an emotional perspective. Multi-mediation models were constructed to reveal the relationship between stressors (challenge and hindrance stressors) and UPB, and the mediating roles of individual anxiety, attentiveness, and anger. The results of 375 questionnaires indicated that challenge stressors had no significant relationship with UPB due to the presence of the suppression effect. Challenge stressors had a positive effect on UPB through anxiety and a negative effect on UPB through attentiveness. Hindrance stressors had a positive effect on UPB through the mediation of anxiety and anger. Managers can benefit from the findings to correctly cope with employees’ emotional reactions and unethical behaviors caused by work stress, and take appropriate management measures to reduce and prevent employees’ UPB.

The Effects of Investigative Sanctioning Systems on Wrongdoing, Reporting, and Helping: A Multiparty Perspective

Over the past two decades, organizations have established sanctioning systems as an important component of their ethical infrastructures to detect and punish wrongdoing. However, empirical knowledge about the overall effectiveness of such systems remains limited. Existing studies have mostly adopted a single-party perspective even though many wrongdoing situations involve dynamic multiparty interactions between actors, recipients, and observers of wrongdoing. Moreover, most existing research has emphasized an economic perspective—that sanctioning systems only affect behavior because of economic considerations while crowding out ethical ones. In this research, we develop a moral and normative perspective of sanctioning systems. Using a novel experimental game design, our study focuses on the investigative dimension of sanctioning systems to examine their psychological and behavioral effects in actor–recipient–observer wrongdoing interactions. Findings reveal that investigative sanctioning systems influence wrongdoing, reporting, and helping behaviors as well as alter ethical and normative considerations, such that as systems become stronger, wrongdoing behaviors are judged as more unethical and perceived as less typical than when weaker systems are in place. These moral judgments and norm perceptions mediate the effect of investigative sanctioning system strength on wrongdoing behavior. Our research extends previous empirical and theoretical work on sanctioning systems by applying a more holistic perspective and by demonstrating that highly effective systems can serve as important behavioral guides because they activate and alter moral and normative considerations about wrongdoing.

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

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 low-quality 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.

Wie authentisch führe ich? Prüfung der Selbsteinschätzungsform des Deutschen Inventars Authentischer Führung

Dieser Beitrag der Zeitschrift „Gruppe. Interaktion. Organisation. (GIO)“ beschäftigt sich mit der Prüfung und Validierung der Selbsteinschätzungsform des Deutschen Inventars Authentischer Führung.

Authentische Führung hat sich in den letzten Jahren als ein zentrales positives Führungskonzept herausgebildet. Allerdings liegt im deutschsprachigen Raum bisher nur ein Instrument zur Fremdeinschätzung vor: Das Deutsche Inventar authentischer Führung (DIAF-F). In diesem Beitrag wird ein Instrument zur Selbsteinschätzung authentischer Führung (DIAF-S) mit den Komponenten Selbstbewusstheit, Transparenz in Beziehungen, ausgewogene Informationsverarbeitung und verinnerlichte moralische Perspektive vorgestellt und erprobt. Zur ersten Validierung des neuen Verfahrens wurden Daten von N = 91 Führungskräften und N = 259 Mitarbeitenden erfasst. Für die Gesamtskala und drei der vier Komponenten ergaben sich interne Konsistenzen im befriedigenden bis guten Bereich. Das DIAF‑S wies bedeutsame Zusammenhänge mit organisationalen Außenkriterien (durch Führungskraft eingeschätzte Arbeitsleistung der Mitarbeitenden, Voice-Verhalten und Moral Courage) auf. Zudem zeigte sich für einen Großteil der Komponenten die erwartete moderate Übereinstimmung zwischen selbst- und fremdeingeschätzter authentischer Führung. Mittels konfirmatorischer Faktorenanalysen ließ sich eine Verwendung der vierfaktoriellen Struktur analog zur Fremdbeurteilung rechtfertigen. Eine explorative Faktorenanalyse legte eher eine dreifaktorielle Struktur der selbsteingeschätzten authentischen Führung nahe. Vor diesem Hintergrund werden alternative Modelle authentischer Führung diskutiert. Insgesamt betrachtet stellt das DIAF‑S ein weitgehend reliables und valides Instrument für die Selbsteinschätzung authentischer Führung und damit eine wichtige Ergänzung zum DIAF‑F dar.

Ethical leadership and employee unethical pro-organizational behavior: a moderated mediation model of moral disengagement and coworker ethical behavior

Purpose

The purpose of this study is to understand how ethical leadership and coworker ethical behavior will influence employee unethical pro-organizational behavior (UPB). In particular, the authors examine the mediating effect of moral disengagement on the relationship between ethical leadership and UPB and also investigate the moderating effect of coworker ethical behavior on the aforementioned effect.

Design/methodology/approach

Data were collected from 251 employee–coworker dyads from five organizations in Taiwan at two time points. Moderated mediation analysis was conducted to test the hypotheses.

Findings

The results show that moral disengagement mediates the relationship between ethical leadership and employee UPB. Moreover, the results show that coworker ethical behavior moderates the relationship between moral disengagement and employee UPB, as well as the mediated relationship between ethical leadership and employee UPB via moral disengagement. Specifically, both the moral disengagement–UPB relationship and the ethical leadership–moral disengagement–UPB relationship become weaker when coworker ethical behavior is high.

Practical implications

The results highlight the importance of creating an ethical work environment to get everyone behaving ethically in the workplace, because nurturing an ethical atmosphere in organizations will be useful in reducing the occurrence of UPB even for those who have high levels of moral disengagement.

Originality/value

This study shows that coworkers matter morally as much as leaders, demonstrating the importance of social influence from coworkers in organizations.

Trickle-down effect of benevolent leadership on unethical employee behavior: a cross-level moderated mediation model

Purpose

Conducting research on the relationship between benevolent leadership and unethical employee behavior can help us find solutions to reduce unethical employee behavior. This paper also discusses how the benevolent manager leadership can be transmitted to the employee's unethical behavior through the benevolent supervisor leadership and the moderating effect of LMX and ethical climate.

Design/methodology/approach

Through a questionnaire survey of 406 pairs of leaders, supervisor and employees, the authors use data aggregation test, confirmatory factor analysis, descriptive statistics and multilevel model (HLM) to test our hypothesis.

Findings

(1) Manager supervisor leadership is negatively related to unethical employee behavior, (2) benevolent supervisor leadership mediates the relationship between benevolent manager leadership and unethical employee behavior, (3) LMX positively moderates the relationship between benevolent manager leadership and benevolent supervisor leadership and moderates the mediating effect of benevolent supervisor leadership, and (4) ethical climate positively moderates the relationship between benevolent supervisor leadership and unethical employee behavior and moderates the mediating effect of benevolent supervisor leadership.

Originality/value

First, based on previous studies, this study further proves that benevolent leadership is a popular positive leadership among the three dimensions of paternalistic leadership that extends its influence to unethical employee behavior. Second, the study traces the source of the benevolent leadership of employees' supervisors and reveals the action mechanism of how benevolent manager leadership affects unethical employee behavior (trickle-down effect). LMX and the ethical climate provide the organizational context of the trickle-down effect and the occurrence of unethical employee behavior.

Examining mindfulness and its relationship to unethical behaviors

Purpose

The purpose of this study is to explore the mediating effect of moral disengagement in the relationship between mindfulness and unethical behaviors. The authors also explored the moderating effect of perceptions of politics on the mediational chain.

Design/methodology/approach

The authors administrated time-lagged surveys at two time periods separated by six weeks. Respondents were 206 full-time employees working in the USA. Hierarchical, moderated multiple regression analyzes were used to test the mediation and moderation effects.

Findings

Results showed that mindfulness reduced destructive deviant behavior and unethical pro-organizational behavior through moral disengagement and the mediation effects were weaker when employees’ perceptions of politics were stronger.

Research limitations/implications

The results indicate that mindfulness and perceptions of organizational politics combine to have profound impacts on employee unethical behaviors. Organizations seeking to minimize the occurrence of deviance and unethical behaviors may do well to support employee mindfulness and as well as minimizing organizational politics. The findings suggest that the political context has a negative impact on even the behavior of mindful employees. Therefore, building mindfulness while simultaneously reducing politics are equally important goals.

Originality/value

Our study extends the theoretical development of mindfulness research by examining the interactive effects of perceptions of organizational politics and mindfulness and broadens the theoretical rationale for explaining the linkages between mindfulness and unethical behaviors.

Kick the Cat: A Serial Crossover Effect of Supervisors' Ego Depletion on Subordinates' Deviant Behavior

Drawing on the crossover model and conservation of resources theory, we explore the mechanism through which supervisors' ego depletion induces subordinates' deviant behavior. Using the two-wave survey data from 24 supervisors and their 192 respective subordinates, we found supports for our hypotheses that (a) abusive supervision mediated the effect of supervisors' ego depletion on subordinates' ego depletion; (b) subordinates' ego depletion mediated the effect of abusive supervision on subordinates' deviant behavior; and (c) abusive supervision and subordinates' ego depletion serially mediated the effect of supervisors' ego depletion on subordinates' deviant behavior. Our serial crossover model posits that both ego depletion and unethical behavior can be transmitted from supervisors to subordinates, and that these two crossover processes are entwined with each other. Findings are discussed in terms of theoretical contributions and practical implications.

"Why are the Corrupt, Corrupt?": The Multilevel Analytical Model of Corruption

Corruption is a global problem. Despite the importance of this theme, a shortage of theoretical models in both psychology and related areas that favor its understanding and investigation is noted. Due to this scarcity of theoretical models, in addition to the need to systematize studies on the topic, this theoretical article aims to describe the Analytical Model of Corruption (AMC) as an interdisciplinary and multilevel proposal aimed at corruption analysis. To achieve this goal, the concept of corruption was analyzed using related phenomena as reference. Similarities and differences in corruption have been identified with dishonest behavior and unethical behavior. Subsequently, theoretical models on corruption identified in the literature were presented, and their main characteristics and limitations were pointed out. After describing the models, the AMC was presented and its advantages over the previous models were discussed. Finally, it was concluded that the AMC could be configured as a theoretical model that guides interdisciplinary studies on corruption, allowing for a more complete analysis compared to previous theoretical models identified in the literature.

Authoritarian-Benevolent Leadership, Moral Disengagement, and Follower Unethical Pro-organizational Behavior: An Investigation of the Effects of Ambidextrous Leadership

Drawing on the social cognitive theory of moral disengagement, this study examined the influence of the authoritarian-benevolent style of ambidextrous leadership on follower unethical pro-organizational behavior (UPB), mediated via moral disengagement. We tested the hypotheses using a sample of 175 participants at two time points. The results indicated that authoritarian-benevolent leadership affects moral disengagement. In addition, followers in congruent dyads with low authoritarian-benevolent leadership perceived higher levels of moral disengagement than those in congruent dyads with high authoritarian-benevolent leadership. Furthermore, high authoritarian-benevolent leadership had an indirect effect on follower UPB via moral disengagement. Theoretical and practical implications and future research directions are suggested.

Adversarial alignment enables competing models to engage in cooperative theory building toward cumulative science

Crises in science concern not only methods, statistics, and results but also, theory development. Beyond the indispensable refinement of tools and procedures, resolving crises would also benefit from a deeper understanding of the concepts and processes guiding research. Usually, theories compete, and some lose, incentivizing destruction of seemingly opposing views. This does not necessarily contribute to accumulating insights, and it may incur collateral damage (e.g., impairing cognitive processes and collegial relations). To develop a more constructive model, we built on adversarial collaboration, which integrates incompatible results into agreed-on new empirical research to test competing hypotheses [D. Kahneman, Am. Psychol. 58, 723-730 (2003)]. Applying theory and evidence from the behavioral sciences, we address the group dynamic complexities of adversarial interactions between scientists. We illustrate the added value of considering these in an "adversarial alignment" that addressed competing conceptual frameworks from five different theories of social evaluation. Negotiating a joint framework required two preconditions and several guidelines. First, we reframed our interactions from competitive rivalry to cooperative pursuit of a joint goal, and second, we assumed scientific competence and good intentions, enabling cooperation toward that goal. Then, we applied five rules for successful multiparty negotiations: 1) leveling the playing field, 2) capitalizing on curiosity, 3) producing measurable progress, 4) working toward mutual gain, and 5) being aware of the downside alternative. Together, these guidelines can encourage others to create conditions that allow for theoretical alignments and develop cumulative science.

Ethical leadership, emotional leadership, and quitting intentions in public organizations

Purpose

Motivation constitutes a central topic for business management, because of its critical impact on job performance. Therefore, understanding whether and how the style of leadership adopted by leaders in organizations promotes and maintains employee motivation is of great interest to both scholars and practitioners. Drawing on self-determination theory, this study investigates how ethical and emotional styles of leadership influence employee motivation and thus job performance.

Design/methodology/approach

An empirical study was conducted in the public sector in Kuwait. About 607 employees participated in this study. Structural equation modeling techniques were used for testing the causal relationships between constructs.

Findings

Results of our study indicate that both ethical and emotional leaderships enhance employee motivation. Furthermore, employee motivation has a positive impact on job performance. The results also show that job performance exerts a negative effect on quitting intentions. Finally, interest in the private sector moderates the job performance–quitting intentions relationship.

Practical implications

These findings provide theoretical contributions to the extant literature, as well as important practical implications for managers.

Originality/value

This study demonstrates the role of both ethical and emotional leaderships in shaping employee behaviors. To the best of our knowledge, this research is among the few that provides initial evidence regarding quitting intentions as an outcome of the impact of ethical and emotional leaderships on employee motivation and individual performance in Kuwait.

Toward a Better Understanding of Behavioral Ethics in the Workplace

The emerging field of behavioral ethics has attracted much attention from scholars across a range of different disciplines, including social psychology, management, behavioral economics, and law. However, how behavioral ethics is situated in relation to more traditional work on business ethics within organizational behavior (OB) has not really been discussed yet. Our primary objective is to bridge the different literatures on ethics within the broad field of OB, and we suggest a full-fledged approach that we refer to as behavioral business ethics. To do so, we review the foundations and research foci of business ethics and behavioral ethics. We structure our review on three levels: the intrapersonal level, interpersonal level, and organizational level. For each level, we provide relevant research examples and outline where more research efforts are needed. We conclude by recommending future research opportunities relevant to behavioral business ethics and discuss its practical implications.

Impact of relational leadership on employees' unethical pro-organizational behavior: A survey based on tourism companies in four countries

Based on the theory of social construction and self-consistency, this study aims to investigate the mechanism of relational leadership's role in employees' unethical pro-organizational behavior (UPB) from the perspective of moral identity and ethical climate. We found that relational leadership negatively correlates with the instrumental ethical climate, positively correlates with caring ethical climate, and exerts no significant impact on the rule ethical climate. Instrumental ethical climate and caring ethical climate mediate the relationship between relational leadership and employees' unethical pro-organizational behavior. In addition, moral identity negatively moderates the relationship between instrumental ethical climate and employees' unethical pro-organizational behavior, and between caring ethical climate and employees' unethical pro-organizational behavior. Furthermore, moral identity positively moderates the relationship between a rule ethical climate and employees' unethical, pro-organizational behavior.

A double-edged sword: when does identity threat affect unethical behavior?

Although individuals have different kinds of defensive strategies towards identity threat, the relationship between identity threat and unethical behavior is still unclear. In the current study, according to identity threat and self-affirmation theory, we propose and test the role of publicness of identity threat in determining whether identity threat will lead to unethical behavior. One online experiment with 197 participants (mixed design) and one laboratory experiment with 86 participants (between-subject design) are used to test our hypotheses. Our findings reveal that when individuals' identity threat is from the public sphere, it will increase their unethical behavior, but when such a threat is from the private sphere, it will reduce their unethical behavior. Theoretical and practical implications are discussed.

Fair-weather liberals and loyal conservatives

Purpose

Drawing on moral foundations theory, this paper aims to investigate the moral component of loyalty, a critical determinant of long-term organisational success.

Design/methodology/approach

This paper contains two studies using archival data gathered from the Major League Baseball and the National Basketball Association in the USA.

Findings

This paper finds empirical support for the “ideology-loyalty hypothesis” – namely, fans in more politically conservative communities are more loyal to their professional sports teams than those in more liberal ones.

Originality/value

These findings contribute to a growing literature on the moral roots of organisational phenomena by providing evidence of community-level effects of political ideology on loyalty. Based on these findings, this paper suggests that when making strategic decisions (e.g. expansion into a new market), organisations need to pay attention to the political climate of the communities in which they operate (or intend to operate) to achieve and sustain organisational success.

Moral Leadership and Unethical Pro-organizational Behavior: A Moderated Mediation Model

In this paper, we aim to examine the indirect effects of moral leadership on unethical pro-organizational behavior (UPB). Drawing on Social Identity Theory, identification with supervisors (social identity) and taking responsibility (personal identity) were hypothesized as mediators linking moral leadership and UPB. In addition, we aim to investigate the moderating role of moral courage in the relationship between moral leadership and UPB. We conducted two studies with two distinct samples: one on a sample of 161 MBA students, and the other on a sample of 205 enterprise employees in China. Data were collected through a self-reported questionnaire based on a two-wave research design and analyzed through Structural Equation Modeling. Results showed that moral leadership increased UPB through promoting identification with supervisors while reducing UPB via increasing taking responsibility. Additionally, the results also showed that moral courage moderated the mediating effects of identification with supervisors and taking responsibility upon the relationship between moral leadership and UPB. We contribute to the literature by demonstrating that moral leadership exerts its paradoxical effects on UPB indirectly through its impact on identification with supervisors and taking responsibility and therefore offers a better understanding of how and when moral leadership influences UPB. A number of managerial implications are also discussed.

Developing ethical leadership for business organizations

Purpose

The purpose of this paper is to understand the growing construct of ethical leadership and its related concepts that focus on the importance of the moral aspect of leadership. It focuses on the idea of ethical leadership, personality attributes of ethical leaders and develops a conceptual framework including various propositions related to the antecedents and outcomes of ethical leadership.

Design/methodology/approach

This is a review paper based on a synthesis of leadership literature from existing research journals and articles on ethical leadership. Authors analyzed selected papers on ethical leadership to propose a conceptual framework that shows the antecedents and outcomes of ethical leadership.

Findings

An ethical leader is one who strongly believes in following the right set of values and ideals in their decisions, actions and behavior. One has to be honest with high integrity, with people orientation and communicates assertively. Among the other attributes of an ethical leader, one needs to be responsible for taking unbiased decisions in benefit and overall interest of people and organization. This ethical leadership plays a vital role in developing positive outcomes such as followers’ organizational commitment and organizational identification. Trust in leadership can moderate this relationship.

Practical implications

This paper offers opportunities for researchers to explore discoveries in leadership style and also helps to understand the ways the organizations can develop ethical leaders at the workplace. An effective and efficient leader integrates ethics with leadership and thus makes its presence felt and emerges as a role model to play a more positive and valuable role in an organization.

Originality/value

This paper helps the strategist and educators to conceptualize ethical leadership and its framework including leaders’ ideal traits, similarities and differences of ethical leadership with other leadership styles and its role in developing positive outcomes in an organization. It presents a framework of ten testable propositions about ethical leadership that are relevant for both the practitioners and the scholars.

Motives relate to cooperation in social dilemmas but have an inconsistent association with leadership evaluation

A common assumption is that good leaders are driven by a power motive that motivates them to influence others. However, leaders need to restrain themselves in social dilemmas where cooperation maximizes collective outcomes. We theorize that in social dilemmas, a desire for positive relationships (affiliation motive) is more beneficial than a power motive because it draws attention away from short-term self-interest towards understanding others. In a game of Settlers of Catan in the laboratory, we find that a functional variant of the affiliation motive relates to verbal encouragement of cooperation, to fewer occurrences of oil spills, to higher ratings of transformational leadership and, in a field survey, to fewer selfish business decisions. Furthermore, a dysfunctional variant of the power motive relates to two of three indicators of selfishness. Group members perceive selfish individuals as assuming leadership roles which indirectly relates to slightly higher ratings of transformational leadership. This pattern of evaluation may privilege men who, on average, show more selfish behaviour which can be partially attributed to their motives. Mere awareness of gender-based discrimination does not enable raters to circumvent this pattern of evaluation. This work suggests a need for interventions that increase appreciation of cooperative leaders.

The effects of entrepreneurs’ moral awareness and ethical behavior on product innovation of new ventures

Purpose

The purpose of this paper is to apply the social cognitive theory and social learning theory to examine the different mechanisms through which entrepreneurs’ moral awareness and ethical behavior affect the product innovation of new ventures.

Design/methodology/approach

The authors collected survey data from 150 founders and 389 founding team members of new ventures in China in 2015. The final sample contained 113 questionnaires from entrepreneurs and 246 questionnaires from their founding team members. Regression analyses were used to test direct effects, and Preacher and Hayes’ (2004) formal mediation test approach with bootstrapping method was used to evaluate the mediation effects.

Findings

The findings indicate that the ethical levels of entrepreneurs can affect the product innovation of a new venture through two paths: entrepreneurs with low levels of moral awareness tend to be more individually creative, which facilitates product innovation, and entrepreneurs with high levels of ethical behavior can make founding teams more creative, which also promotes product innovation.

Practical implications

The findings of this study suggest that entrepreneurs are not negatively affected by their low moral awareness as long as they exhibit high ethical behavior with founding team members. But such low moral awareness has to be genuine. The best way to promote product innovation in the long run is to create an organizational culture of ethical behavior rather than to ignore moral issues in decision-making.

Originality/value

This study challenges the assumption that moral awareness and ethical behavior are always consistent. It takes an initial step to resolve the contradiction in the current literature regarding the relationship between the ethical levels of entrepreneurs and product innovation in the context of founders and founding teams in new ventures.

Causal peer effects in police misconduct

We estimate causal peer effects in police misconduct using data from about 35,000 officers and staff from London's Metropolitan Police Service for the period 2011-2014. We use instrumental variable techniques and exploit the variation in peer misconduct that results when officers switch peer groups. We find that a 10% increase in prior peer misconduct increases an officer's later misconduct by 8%. As the police are empowered to enforce the law and protect individual liberties, integrity and fairness in policing are essential for establishing and maintaining legitimacy and public consent^1-5. Understanding the antecedents of misconduct will help to develop interventions that reduce misconduct.

Development and psychometric properties of the physical rehabilitation services acceptability questionnaire

Background: Access to rehabilitation services is considered to be a right for all people. One of the most important indicators for access to rehabilitation services is an individual's general acceptance of rehabilitation. This tool was designed based on relevant studies and experiences of rehabilitation specialists to design a questionnaire to specifically measure patient acceptability of physical rehabilitation services. Methods: In this study, an exploratory sequential mixed methods design was used. The first phase included a review of the literature and analysis of relevant studies, focus group discussions, and qualitative content analysis. In the second phase, construct validity was assessed by exploratory and confirmatory factor analysis. Also, convergent and divergent validity were measured. Reliability was evaluated by internal consistency (Cronbach's alpha and McDonald's Omega) and construct reliability. Statistical procedures were calculated by SPSS-AMOS24 and JASP0.9.2 software. Results: A total of 200 questionnaires were completed by members of Iranian Disability Campaign. Three factors and 25 items were identified according to results of the first phase of this study. In the second phase, face validity was confirmed. To assess the content validity ratio, 9 items, with the mean of content validity ratio (CVR) < 0.49, were deleted, while the content validity index (CVI) < 0.79 was revised. The kappa coefficient < 0.6 was fair and scale content validity index (SCVI) under 0.9 was considered appropriate. Results of exploratory factor analysis showed that 48% of the variance of the acceptability of physical rehabilitation services was based on patients' satisfaction, ethical behavior, and patient centered services. Confirmatory factor analysis confirmed the suitability of the final model. Convergent and divergent validity and reliability of the measure, the Physical Rehabilitation Services Acceptability questionnaire was fulfilled. Conclusion: Findings indicated that the proposed constructs that promoted the Acceptability of Physical Rehabilitation Services Questionnaire had good validity and reliability in participants with physical disabilities.

Corporate Ethical Responsibility in Management Research: Intellectual Bases, Focus, Salience, and Future

This study provides an overview of corporate ethical responsibility (CER) studies and discusses potential future research directions. We use citations analysis in this study, because it is an efficient method for identifying and visualizing intellectual bases in a given field. Then, it presents a conceptual model that summarizes the key relationships within the CER literature by reviewing the source articles. Finally, this study synthesizes intellectual contributions to CER literature, highlights unresolved issues, and identifies areas for future research.

Perspectives of a Practitioner-Scientist on Organizational Psychology/Organizational Behavior

In this article I comment on areas where I agree/disagree with the five previous perspectives on organizational psychology/organizational behavior (OP/OB). This is followed by a dire prediction of the future for OP doctoral programs, criticisms of the journal editorial processes and the overemphasis on deductive theory building, the value of qualitative analyses and enumerative reviews, the importance of mentors for advancing one's career, and the strengths and weaknesses of our scholarly societies. The article ends with a call for improving the balance currently in favor of scientists at the expense of practitioners.

Exploring the Effect of Different Performance Appraisal Purposes on Miners’ Organizational Citizenship Behavior: The Mediating Role of Organization Identification

This study theorized and examined the effect of performance appraisal purposes on miners’ organizational citizenship behavior (OCB) via organizational identification. Survey data from 700 miners in state-owned Chinese coal mine enterprises were analyzed using multiple regression and bootstrap sampling. Results indicated that both developmental purpose of the performance appraisal and evaluative purpose of the performance appraisal had positive effects on overall OCB and its four dimensions via organizational identification. Furthermore, developmental purpose of the performance appraisal had a stronger relationship with overall OCB and its four dimensions than evaluative purpose of the performance appraisal. This study provides practical guidance to assist Chinese and even Asian coal mining enterprises in deciding how to motivate miners’ OCB through improving a performance appraisal system and how to strengthen miners’ organizational identification.

The effect of negative work outcomes and values on the perceived likelihood of employee dishonest behaviour

Purpose

Employee dishonesty is problematic for businesses in general, particularly for retailers. The purpose of this paper is to empirically analyse selected factors associated with the perceived likelihood of dishonest behaviour among retail employees. Specifically, the role of three negative work outcomes – insufficient pay, boredom, and perceived injustice – is investigated, as well as the effect of individual values and espoused organisational values.

Design/methodology/approach

The sample consisted of 784 retail employees from six retail organisations located in Estonia and Latvia. A survey questionnaire that used manipulated scenarios of work outcomes and organisational values was administered.

Findings

The study concludes that perceived injustice produces more dishonesty than other negative work outcomes (insufficient pay and boredom), whereas boredom was a surprisingly strong trigger for the perceived likelihood of dishonest behaviour. Individual ethical values determined the perceived likelihood of dishonest behaviour as hypothesised while sensation-seeking values did not. Espoused organisational values had no significant effect on the perceived likelihood of dishonest behaviour.

Practical implications

The results imply that the breach of distributional and procedural justice simultaneously associates most with employee dishonesty, and retail employee selection is the key to curbing dishonest behaviour in the workplace.

Originality/value

The paper makes a contribution to behavioural ethics literature by studying dishonest employee behaviour in the post-communist context while addressing various forms of dishonest behaviour, in addition to stealing. Also, the effect of espoused organisational values has been scarcely studied before.

Contextual Undertow of Workplace Deviance by and Within Units: A Systematic Review

Within the constellation of employee misconduct, workplace deviance possesses the somewhat distinctive feature of violating organizational norms. Yet, the burgeoning research examining the social context surrounding workplace deviance typically fails to properly account for it. Interdisciplinary research has demonstrated that within organizations (a) multiple reference groups provide descriptive and injunctive norms about (in)appropriate behavior; (b) even when embedded within the organizational hierarchy, norms are not necessarily consistent across these groups; and (c) the immediate reference group often exerts a crucial influence. Against this background, we discuss prevalent conceptualizations of workplace deviance and systematically review the literature from 1995 to 2017. We present our findings according to external and organizational, leadership, and intraunit antecedents of workplace deviance by and within units, distinguishing, in particular, unit composition, processes and emergent states, climates, and norms. We conclude with a discussion of theoretical and methodological avenues for future research.

The Contagion of Unethical Pro-organizational Behavior: From Leaders to Followers

Unethical pro-organizational behavior is a common phenomenon in businesses, and one that can cause great damage to them as well as to wider society. Although prior studies have investigated why individuals engage in unethical pro-organizational behavior, little research has been undertaken into why such behavior might be commonplace in organizations. The present study focuses on the downstream contagion of unethical pro-organizational behavior from leaders to followers. Drawing on social identity theory, we consider why leaders' unethical pro-organizational behavior brings about corresponding behavior in their employees. Moreover, we predict that leader identification and moral identity will moderate this relationship. Using a time-lag study design, we collected a sample of 227 multisource time-lagged data with which to test our hypotheses. The results show that there is a significant positive relationship between leaders' and employees' unethical pro-organizational behavior, and that this relationship is stronger when employees have higher leader identification and lower moral identity levels. The theoretical and practical implications of our findings are discussed in this paper, as are the limitations of the study.

Authentische Führung

Zusammenfassung. Zur Erfassung authentischer Führung fehlt im deutschen Sprachraum ein transparent validiertes Messverfahren. Der vorliegende Beitrag soll mit einer deutschen Adaption des Authentic Leadership Inventory von Neider und Schriesheim (2011) diese Lücke schließen. Nach der Übersetzung des Originals wurde das Deutsche Inventar Authentischer Führung (DIAF) in drei Stichproben (Ngesamt = 705) geprüft und modifiziert. In konfirmatorischen Faktorenanalysen konnte die theoretisch postulierte Binnenstruktur mit vier Komponenten bestätigt werden: Selbstbewusstheit, Transparenz in Beziehung zu anderen, verinnerlichte moralische Perspektive und ausgewogene Informationsverarbeitung. Die internen Konsistenzen der Gesamtskala (16 Items) und Einzelkomponenten lagen im guten bis sehr guten Bereich. Es wurden erwartungskonforme Zusammenhänge zu anderen Führungsskalen gefunden (positive Korrelationen zu ethischer Führung und Leader Member Exchange, negative Korrelationen zu destruktiver Führung). Das Instrument zeigte bedeutsame Zusammenhänge zu zentralen organisationalen Ergebniskriterien (Wohlbefinden, Arbeitsengagement, individuelle Leistung) und inkrementelle Validität über andere Führungsskalen hinaus. Insgesamt kann das DIAF als ökonomisches und valides Verfahren zur Erfassung authentischer Führung eingesetzt werden.

Ethical leadership, frustration, and humor: a moderated-mediation model

Purpose

The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain.

Design/methodology/approach

Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model.

Findings

Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger.

Research limitations/implications

Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership.

Originality/value

This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

A Multi-Functional View of Moral Disengagement: Exploring the Effects of Learning the Consequences

This paper takes us beyond the unethical act and explores the use of moral disengagement as a multi-stage, multi-functional regulatory, and coping mechanism that not only allows individuals to engage in unethical behavior, but also manage the negative emotions (i.e., guilt and shame) from learning the consequences of such behavior. A resource-based lens is applied to the moral disengagement process, suggesting that individuals not only morally disengage prior to committing an unethical act in order to conserve their own resources, but also morally disengage as a coping mechanism to reduce emotional duress upon learning of the consequences of their actions, which we describe as post-moral disengagement. These assertions are tested using a scenario-based laboratory study consisting of 182 respondents. Findings indicate that individuals will morally disengage in order to commit an unethical act, will experience negative emotions from having learned of the consequences, and then will engage in post-moral disengagement as a coping mechanism. In addition, the findings suggest that guilt and shame relate differently to moral disengagement.