心理学
危害
道德解脱
社会心理学
透视图(图形)
脱离理论
组织行为学
功率(物理)
计算机科学
量子力学
医学
老年学
物理
人工智能
作者
Huiwen Lian,Mingyun Huai,Jiing‐Lih Farh,Jia‐Chi Huang,Cynthia Lee,Melody Man Chi Chao
标识
DOI:10.1177/0149206320959699
摘要
Unethical behavior in organizations has attracted much attention among researchers, yet we know little about when and why unethical behavior conducted by leaders that is intended to benefit the organization—or leader unethical pro-organizational behavior (UPB)—might translate into employee unethical behavior. Drawing on a social-learning-of-principle perspective, which proposes that people can learn the principles that govern observed behaviors, we propose that employees, especially those with a high power distance orientation, can abstract and learn a moral disengagement behavioral principle by observing leader UPB. This learned moral disengagement behavioral principle then enables them to engage in unethical behaviors that may be intended to benefit or harm their organizations. In two multiwave field studies with data collected from real estate agents, we found overall support for our theoretical model but the moderating effect of power distance orientation. We discuss some key theoretical and practical implications of these findings.
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