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  1. Unethical Leadership: Review, Synthesis and Directions for Future Research.Sharfa Hassan, Puneet Kaur, Michael Muchiri, Chidiebere Ogbonnaya & Amandeep Dhir - forthcoming - Journal of Business Ethics:1-40.
    The academic literature on unethical leadership is witnessing an upward trend, perhaps given the magnitude of unethical conduct in organisations, which is manifested in increasing corporate fraud and scandals in the contemporary business landscape. Despite a recent increase, scholarly interest in this area has, by and large, remained scant due to the proliferation of concepts that are often and mistakenly considered interchangeable. Nevertheless, scholarly investigation in this field of inquiry has picked up the pace, which warrants a critical appraisal of (...)
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  • The Trickle-Down Effect of Authoritarian Leadership on Unethical Employee Behavior: A Cross-Level Moderated Mediation Model.Jiang Rui & Lin Xin Qi - 2021 - Frontiers in Psychology 11.
    Authoritarian leadership is of great significance to eastern countries, including China. Meanwhile, unethical employee behavior also exists in all types of social organizations. The relationship between authoritarian leadership and unethical employee behavior is worth studying. Senior leaders often do not have a direct influence on employees except for through their immediate supervisors. The leadership style of senior leaders also influences the leadership style of their subordinates. This paper studies how authoritarian manager leadership trickles down to unethical employee behavior through authoritarian (...)
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  • Unethical Pro-Organizational Behavior and Positive Leader–Employee Relationships.Will Bryant & Stephanie M. Merritt - 2019 - Journal of Business Ethics 168 (4):777-793.
    Unethical pro-organizational behaviors are unethical, but prosocially-motivated, acts intended to benefit one’s organization. This study examines the extent to which employees are willing to perform UPB to benefit a liked leader. Based on social exchange theory, we hypothesized that LMX would mediate the association of interpersonal justice with UPB willingness. Moral identity and positive reciprocity beliefs were examined as moderators. Higher LMX was significantly and positively related to UPB willingness, and the indirect effect of interpersonal justice on UPB via LMX (...)
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  • Unable to Resist the Temptation to Tell the Truth or to Lie for the Organization? Identification Makes the Difference.Carolin Baur, Roman Soucek, Ulrich Kühnen & Roy F. Baumeister - 2020 - Journal of Business Ethics 167 (4):643-662.
    Previous research indicates that the depletion of self-regulatory resources can promote unethical behavior that benefits the self. Extending this literature, we focus on norm-transgressing behavior that is intended to primarily benefit others. In particular, we predicted a differing effect of self-regulatory resource depletion on dishonesty that benefits one’s group, depending on the degree of identification with the group. Following a dual process approach, we argue that if identification with the group is strong, then people may have an automatic inclination to (...)
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  • Moral Rationalization Contributes More Strongly to Escalation of Unethical Behavior Among Low Moral Identifiers Than Among High Moral Identifiers.Laetitia B. Mulder & Eric van Dijk - 2020 - Frontiers in Psychology 10.
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