Propensity to Morally Disengage: The Malevolent Leader Dyad of Andrew Carnegie and Henry Frick

Randolph-Seng, Brandon; Humphreys, John H.; Novičević, Milorad M.; Ingram, Kendra; Roberts, Foster

doi:10.1108/s1529-209620200000024018

Cited by 3 publications

(5 citation statements)

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“…Previous studies have revealed that some individual and contextual factors are the enablers of moral disengagement (Ogunfowora et al, 2022;Randolph-Seng et al, 2020), encompassing trait cynicism (Detert et al, 2008), abusive supervision (Valle et al, 2019), undermining victimization (Lee et al, 2016), and organizational injustice (Hystad et al, 2014). We predict that resource depletion leads to elevated moral disengagement.…”

Section: Resource Depletion Moral Disengagement and Political Behaviorsmentioning

confidence: 85%

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Proactive responses to job insecurity: why and when job-insecure employees engage in political behaviors

Zhang

et al. 2022

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PurposeDrawing upon ego depletion theory, the authors developed a serial mediation model linking job insecurity with employee political behavior in which resource depletion and moral disengagement operated as two sequential mediators. The authors further identified employee moral identity as an important boundary condition that impacts the strength of this serial mediation effect.Design/methodology/approachMultilevel analyses were utilized to test the proposed hypotheses by analyzing a sample included 306 employees nested in 71 groups.FindingsResults revealed that job insecurity induced resource depletion that activated moral disengagement, which in turn instigated political behavior. Furthermore, employee moral identity weakened this serial indirect effect. Specifically, this indirect effect was positive when moral identity was low, whereas did not present when moral identity was high.Originality/valuePrior studies have primarily concentrated on the detrimental effects of job insecurity. However, less study has investigated how individuals proactively cope with job insecurity. The authors contribute to this stream of research by exploring whether and how job insecurity facilitates employee political behavior.

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Section: Resource Depletion Moral Disengagement and Political Behaviorsmentioning

confidence: 85%

“…Previous studies have revealed that some individual and contextual factors are the enablers of moral disengagement (Ogunfowora et al. , 2022; Randolph-Seng et al. , 2020), encompassing trait cynicism (Detert et al.…”

Section: Theoretical Overview and Hypotheses Developmentmentioning

confidence: 99%

Proactive responses to job insecurity: why and when job-insecure employees engage in political behaviors

Zhang

et al. 2022

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“…Our research also contributes to the literature on moral disengagement. Considering that substantial literature has explored how moral disengagement affects unethical behavior (Newman et al ., 2020; Ogunfowora et al ., 2022; Randolph-Seng et al ., 2020), the time has come for further investigation into the factors prompting individuals to morally disengage. However, as Moore (2015) stated, “there is still little empirical evidence showing how moral disengagement is initiated.” Our findings that leader forgiveness fosters moral disengagement among employees with low empathic concern reveal “what” elicits moral disengagement and “who” will exhibit cyberloafing, which adds to the research on the antecedents of moral disengagement.…”

Section: Discussionmentioning

confidence: 99%

Section: Theoretical Contributionsmentioning

confidence: 99%

“…Why do some people not morally disengage following leader forgiveness? Social cognitive theory suggests that individuals' cognitions and behaviors are jointly determined by situational factors and individual characteristics (Bandura, 1986; Randolph-Seng et al ., 2020). In light of social cognitive theory, we propose that the relationship between leader forgiveness and employee moral disengagement relies on individual factors.…”

Section: Introductionmentioning

confidence: 99%

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Unintended influence of leader forgiveness: increased employee cyberloafing

Zhang,

Xie,

Zhang

et al. 2023

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PurposeThe substantial cost of employee cyberloafing to organizations calls for research into exploring the factors that influence such behavior. Drawing upon social cognitive theory, the authors develop a theoretical model that unpacks when and why leader forgiveness induces employee cyberloafing. Specifically, the authors identify moral disengagement as a linking mechanism and employee empathic concern as a key boundary condition in the association between leader forgiveness and employee cyberloafing behaviors.Design/methodology/approachThe authors conducted multilevel analyses to examine the authors' hypotheses by utilizing a sample of 71 supervisors and 306 direct reports.FindingsResults showed that leader forgiveness encouraged employee cyberloafing via moral disengagement among employees with low empathic concern, whereas the indirect effect was not present among those with high empathic concern.Originality/valueThe authors contribute to the literature on cyberloafing and leader forgiveness. First, this study extends the cyberloafing research by considering leader forgiveness as an enabler, challenging the dominant notion that positive leader behaviors (e.g. leader mindfulness) constrain employee cyberloafing while negative leader behaviors (e.g. abusive supervision) elicit it. Second, although past studies have predominantly concentrated on the positive outcomes of forgiveness, the current research contributes to the balanced and comprehensive understanding of leader forgiveness by linking leader forgiveness with employee cyberloafing.

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