The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior
•The role of leader moral decoupling in employee UPB is examined.•Perceptions of leader moral decoupling are shown to shape employee UPB.•Leader moral decoupling is shown to shape leader reactions to employee UPB.•Implications for theory and practice are discussed. In this paper we explore the antec...
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| Published in | Organizational behavior and human decision processes Vol. 153; pp. 27 - 40 |
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| Main Authors | , , , , , |
| Format | Journal Article |
| Language | English |
| Published |
Elsevier Inc
01.07.2019
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| Subjects | |
| Online Access | Get full text |
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| Abstract | •The role of leader moral decoupling in employee UPB is examined.•Perceptions of leader moral decoupling are shown to shape employee UPB.•Leader moral decoupling is shown to shape leader reactions to employee UPB.•Implications for theory and practice are discussed.
In this paper we explore the antecedents and consequences of employees’ unethical pro-organizational behavior (UPB) through the lens of moral decoupling—a moral reasoning process whereby individuals separate their perceptions of morality from their perceptions of performance. First, we argue that employees increase their engagement in UPBs when they (1) see their supervisors doing the same and (2) believe that their supervisors endorse moral decoupling. Second, we argue that employees’ UPBs are only positively related to supervisors’ evaluations of their job performance when supervisors themselves report that they morally decouple. We test these hypotheses in a field sample of supervisor–employee dyads and two experimental studies. This combination of studies highlights the complex link between ethics and perceptions of performance within organizations. |
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| AbstractList | •The role of leader moral decoupling in employee UPB is examined.•Perceptions of leader moral decoupling are shown to shape employee UPB.•Leader moral decoupling is shown to shape leader reactions to employee UPB.•Implications for theory and practice are discussed.
In this paper we explore the antecedents and consequences of employees’ unethical pro-organizational behavior (UPB) through the lens of moral decoupling—a moral reasoning process whereby individuals separate their perceptions of morality from their perceptions of performance. First, we argue that employees increase their engagement in UPBs when they (1) see their supervisors doing the same and (2) believe that their supervisors endorse moral decoupling. Second, we argue that employees’ UPBs are only positively related to supervisors’ evaluations of their job performance when supervisors themselves report that they morally decouple. We test these hypotheses in a field sample of supervisor–employee dyads and two experimental studies. This combination of studies highlights the complex link between ethics and perceptions of performance within organizations. |
| Author | Baer, Michael Vaulont, Manuel Welsh, David Fehr, Ryan Yam, Kai Chi Wei, Wu |
| Author_xml | – sequence: 1 givenname: Ryan surname: Fehr fullname: Fehr, Ryan email: rfehr@uw.edu organization: Department of Management and Organization, Foster School of Business, University of Washington, United States – sequence: 2 givenname: David surname: Welsh fullname: Welsh, David organization: Department of Management, W. P. Carey School of Business, Arizona State University, United States – sequence: 3 givenname: Kai Chi surname: Yam fullname: Yam, Kai Chi organization: Department of Management, National University of Singapore, Singapore – sequence: 4 givenname: Michael orcidid: 0000-0003-4524-2436 surname: Baer fullname: Baer, Michael organization: Department of Management, W. P. Carey School of Business, Arizona State University, United States – sequence: 5 givenname: Wu surname: Wei fullname: Wei, Wu email: weiwumail@163.com organization: Economics and Management School, Wuhan University, China – sequence: 6 givenname: Manuel surname: Vaulont fullname: Vaulont, Manuel organization: Department of Management, W. P. Carey School of Business, Arizona State University, United States |
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| Title | The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior |
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