Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle

• DOI: 10.1177/0149206320959699
• Publication Date: 2020-09-30T11:34:42Z
• Authors: Huiwen Lian; Mingyun Huai; Jiing-Lih Farh; Jia-Chi Huang; Cynthia Lee; Melody M. Chao
• Keywords: Disengagement theory; Organizational Behavior; Social learning theory

Unethical behavior in organizations has attracted much attention among researchers, yet we know little about when and why unethical conducted by leaders that is intended to benefit the organization—or leader pro-organizational (UPB)—might translate into employee behavior. Drawing on a social-learning-of-principle perspective, which proposes people can learn principles govern observed behaviors, propose employees, especially those with high power distance orientation, abstract moral disengagement behavioral principle observing UPB. This learned then enables them engage behaviors may be or harm their organizations. In two multiwave field studies data collected from real estate agents, found overall support for our theoretical model but moderating effect of orientation. We discuss some key practical implications these findings.