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How do employees react to leaders' unethical behavior? The role of moral disengagement.

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Title: How do employees react to leaders' unethical behavior? The role of moral disengagement.
Authors: Fehr, Ryan (AUTHOR), Fulmer, Ashley (AUTHOR), Keng‐Highberger, Fong T. (AUTHOR)
Source: Personnel Psychology. Spring2020, Vol. 73 Issue 1, p73-93. 21p. 2 Diagrams, 3 Charts, 1 Graph.
Subjects: Psychological disengagement, Social cognitive theory, Active learning, Behavior, Information theory
Abstract: Concerns over unethical leader behavior persist in today's workplace. Although some employees continue to support their leaders after learning of their unethical actions, others do not. In this paper, we integrate social cognitive theory with social information processing theory to propose that the support employees give to leaders who act unethically hinges on their propensity to morally disengage. Specifically, we develop a conditional indirect effects model, wherein moral disengagement propensity mitigates the negative impact of unethical leader behavior on leader‐directed support via employees' perceptions of value congruence with and trust in the leader. The sum result is an improved understanding of when and why employees offer support to versus withhold support from leaders who act in ethically questionable ways. [ABSTRACT FROM AUTHOR]
Copyright of Personnel Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Psychology and Behavioral Sciences Collection
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  Data: How do employees react to leaders' unethical behavior? The role of moral disengagement.
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  Data: <searchLink fieldCode="JN" term="%22Personnel+Psychology%22">Personnel Psychology</searchLink>. Spring2020, Vol. 73 Issue 1, p73-93. 21p. 2 Diagrams, 3 Charts, 1 Graph.
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  Data: Concerns over unethical leader behavior persist in today's workplace. Although some employees continue to support their leaders after learning of their unethical actions, others do not. In this paper, we integrate social cognitive theory with social information processing theory to propose that the support employees give to leaders who act unethically hinges on their propensity to morally disengage. Specifically, we develop a conditional indirect effects model, wherein moral disengagement propensity mitigates the negative impact of unethical leader behavior on leader‐directed support via employees' perceptions of value congruence with and trust in the leader. The sum result is an improved understanding of when and why employees offer support to versus withhold support from leaders who act in ethically questionable ways. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Personnel Psychology is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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        Text: English
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      – SubjectFull: Active learning
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      – SubjectFull: Information theory
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              Text: Spring2020
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