A Social Exchange Perspective of Employee–Organization Relationships and Employee Unethical Pro-organizational Behavior: The Moderating Role of Individual Moral Identity

Wang, Taolin; Long, Lirong; Yong, Zhang; He, Wei

doi:10.1007/s10551-018-3782-9

Cited by 157 publications

(136 citation statements)

References 48 publications

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“…Shore et al (2006) argued that social exchange generates trust, provides broad investment, emphasizes socio-emotional input, and focuses on long-term orientation, which distinguish it from economic exchange. Social exchange exists widely between subordinates and different groups, such as among employees and organizations that employ them, colleagues, and their direct leaders (Tekleab et al, 2005;Lavelle et al, 2007;Wang et al, 2018). When social exchange occurs between subordinates and their direct leaders, subordinates' treatment affects their perception of social exchange (Wayne et al, 1997;Hinkin and Schriesheim, 2015;Carnevale et al, 2019;Chen et al, 2019).…”

Section: Ethical Leadership and Social Exchangementioning

confidence: 99%

“…Based on previous researches (Song et al, 2009;Wang et al, 2018;Chen et al, 2019), our study proposes that ethical leadership affects the subordinates' perception of social exchange, which reflect social exchange from three aspects, such as trust, socio-emotional input, and long-term orientation. First, precious researches have shown that when subordinates receive fairness, sincere treatment, and care from their direct leaders, they would trust their direct leaders more (Hinkin and Schriesheim, 2015).…”

Section: Ethical Leadership and Social Exchangementioning

confidence: 99%

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How Is Ethical Leadership Linked to Subordinate Taking Charge? A Moderated Mediation Model of Social Exchange and Power Distance

et al. 2020

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Extant literature has suggested that leadership styles have a significant impact on subordinate taking charge. However, the effect of ethical leadership on subordinate taking charge is still insufficiently explored. Drawing on social exchange theory, we developed a moderated mediation model in which social exchange was theorized as a mediating mechanism underlining why subordinates feel motivated to take charge with the supervision of ethical leadership. Moreover, power distance was supposed to be a relevant boundary condition to moderate such a relationship. Two hundred thirty-nine independent leader-subordinate dyads in China were used to test the model. Results showed that subordinates' social exchange mediates the relationship between ethical leadership and subordinate taking charge, and such a relationship was found to be stronger among subordinates who had lower levels of power distance rather than higher levels. Theoretical and practical implications concerning enhancement of subordinate taking charge in organizations where ethical leaderships exist are discussed.

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Section: Ethical Leadership and Social Exchangementioning

confidence: 99%

Section: Ethical Leadership and Social Exchangementioning

confidence: 99%

How Is Ethical Leadership Linked to Subordinate Taking Charge? A Moderated Mediation Model of Social Exchange and Power Distance

et al. 2020

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“…In the current business environment, many organizations require their employees to exert their best effort to achieve the organizations' goals, regardless of the means to achieve such goals [42]. In the case of a strong desire to maintain a long-term employment relationship with organizations or to avoid the negative consequences caused by the failure to meet the requirements of these organizations, employees are likely to break away from moral constraints and regulations to conduct UPB [16,20,43]. Some studies have noted that accountants may compromise ethical standards and engage in UPB under pressure by using questionable accounting techniques [20].…”

Section: Challenge-hindrance Stressors and Unethical Pro-organizationmentioning

confidence: 99%

“…In addition, leadership factors include transformational [14] and ethical leadership [15]. Moreover, interpersonal-level factors include employee-organization relationship [16] and social exclusion [17].…”

Section: Introductionmentioning

confidence: 99%

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

Wang

2020

Sustainability

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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.

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“…However, OI has also been shown to act as a moderator, such as in Miao, Newman, and Xu (2013), who found that follower OI enhanced the relationship between a supervisor's ethical leadership and follower's UPB. Despite OI's prominent role, though other individual difference variables have been shown to be related to UPB, such as moral identity (Wang et al, 2017) and psychological entitlement (Lee et al, 2017).…”

Section: Organizational Identity and Upbmentioning

confidence: 99%

The Moderating Effect of Employee Bottom-Line Mentality on the Relation between Personality and Unethical Pro-Organizational Behaviors

Thomas¹

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Research has found that not only are unethical acts occurring in organizations, but they are in fact flourishing (Frank et al., 2003). In light of the ever-growing and public organizational scandals, such as Enron and the Volkswagen emissions scandal, researchers have been investigating why this kind of phenomenon has been taking place. One construct that may explain why employees engage in acts such as lying to the public, cheating, and falsifying information, is unethical pro-organizational behavior (UPB). UPB was proposed by Umphress, Bingham, and Mitchell (2010) and refers to unethical acts that employees commit that are meant to benefit their company. Therefore, UPB differs from other deviant acts in that they are committed primarily with the intention of helping the organization. Despite the proorganizational nature of these acts though, they may unintentionally lead to long-term consequences for the organization, such as litigation (Umphress, Bingham, & Mitchell, 2010). For instance, during the Volkswagen emissions scandal, Volkswagen, a German car manufacturer, had been caught installing "cheat devices" into their vehicles, so that they could meet the U.S.' strict carbon emission standards. These cheat devices were programmed to activate when laboratory tests were being performed and would lower the amount of carbon emissions that were being expelled from the vehicle. However, once the car was brought onto the open-road, the device would turn off. In turn, the vehicle would emit carbon emissions between 30-80 times higher than the standard that was dictated by law. The upper management at this company had made the decision to install these devices, due to increasing external pressures to increase profits by opening up a new line of vehicles to a profitable market. In the end though, Volkswagen was forced to pay out $4.3 billion in damages. This case study highlights some of the core tenets of UPB; the employees (upper management) engaged in an unethical act that they believed would help the company, but their actions ultimately lead to severe ramifications in the forms of a damaged reputation and a large settlement payout (Gibney, 2018). Research to date on UPB has primarily focused on its attitudinal antecedents, such as organizational identity (OI), as well as the influence of leadership on follower's UPB (Chen,

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A Social Exchange Perspective of Employee–Organization Relationships and Employee Unethical Pro-organizational Behavior: The Moderating Role of Individual Moral Identity

Cited by 157 publications

References 48 publications

How Is Ethical Leadership Linked to Subordinate Taking Charge? A Moderated Mediation Model of Social Exchange and Power Distance

How Is Ethical Leadership Linked to Subordinate Taking Charge? A Moderated Mediation Model of Social Exchange and Power Distance

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

The Moderating Effect of Employee Bottom-Line Mentality on the Relation between Personality and Unethical Pro-Organizational Behaviors

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