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In recent years, scholars have become increasingly interested in the effects of organizations’ corporate social responsibility (CSR) efforts on observers’ perceptions and behaviors. We extend this literature by drawing from person perception theories and ethics research to propose that CSR impacts shareholders’ approval of TMT compensation packages. In contrast to the view that shareholders prefer organizations to avoid allocating resources to CSR, we argue that CSR increases shareholder perceptions of Top Management Team (TMT) members’ moral character, which in turn increase shareholder approval of TMT compensation. Furthermore, we hypothesize that CSR industry norms moderate these effects, such that the effects are strongest when a company’s CSR engagement exceeds its industry’s norm. We test our model by triangulating evidence from three distinct studies: an archival analysis of the S&P 1500, a decision-making experiment based on a sample of shareholders, and an online experiment using a more stringent manipulation of firms’ CSR stances. Implications for theory and practice are discussed.

We draw from conservation of resources theory to examine how employees' assessments of coronavirus disease (COVID-19) event strength may threaten their existing resources and their subsequent dependence on their supervisors, as well as voice behaviors that are critical to the organization's survival in a disruptive environment. We propose that assessments of COVID-19 as a strong event are positively related to employees' suffering, in turn increasing their sense of dependence on their supervisors and ultimately reducing their tendencies to display promotive and prohibitive voice. Furthermore, we propose that team compassion behavior can mitigate these negative indirect effects of COVID-19 event strength on employee voice by attenuating the positive effect of COVID-19 event strength on individual suffering. We designed a six-wave, multisource, time-lagged field study in a hotel chain based in a Southeast Asian country to capture employees' and supervisors' perceptions and behaviors before the onset of the pandemic (T1) and then following the country's COVID-19 mandatory stay-at-home order (T2-T6). Our results highlight the impact of the COVID-19 pandemic on employee-supervisor relationships, and the critical role of team compassion behavior as a contextual moderator to reduce the indirect negative effect of COVID-19 event strength on employee voice. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Robots are transforming organizations, with pundits forecasting that robots will increasingly perform managerial tasks. One such key managerial task is the evaluation and delivery of feedback regarding an employee’s performance, including negative feedback. However, within this context of delivering negative feedback, we suggest that anthropomorphism—a factor most practitioners and researchers consider as a panacea for overcoming difficulties in human-robot interaction—can backfire. Drawing upon the theory of mind perception, we find that an anthropomorphised robot supervisor delivering negative feedback is more likely than a non-anthropomorphised robot to be perceived as possessing agency. This perceived agency causes perceptions of abuse to arise, which in turn leads to higher supervisor-directed retaliation (operationalized as powering down the robot supervisor; Study 1). These findings even extend to third-person observers witnessing the delivery of negative feedback, again culminating in supervisor-directed retaliation (Study 2). We conclude by discussing the theoretical and practical implications of these findings.

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.

In this paper we examine how leaders' perceptions of the instrumental benefits of abusive supervision shape their tendencies to abuse their employees. We posit that leaders who believe abuse has a positive impact on employee performance will engage in more abusive supervision than their peers, with downstream implications for employees' counterproductive work behaviors. Furthermore, we position leader empathic concern as a boundary condition, whereby empathic concern mitigates the effects of leaders' perceptions of abusive supervision's instrumentality. Data from two studies employing both experimental and field survey designs offer convergent support for our hypotheses. Overall, our findings challenge the prevailing view that abusive supervision is primarily motivated by a desire to aggress, instead demonstrating that leaders sometimes abuse their employees in the pursuit of more pro-organizational goals.

BACKGROUND Unresolved conflicts in health care threaten both clinician morale and quality of patient care. We piloted a training model that targeted clinicians' conflict resolution skills. METHODS Sixty clinicians from local hospitals were randomized into an intervention group (n = 30), completing a 3-hour conflict resolution training session, and a control group (n = 30) without training. The training included facilitated practice with actors, coaching, and feedback. Evaluation of 60 participants' conflict resolution skills was done in videotaped simulations with actors portraying interprofessional colleagues. Global ratings and checklist items developed for assessing clinicians' performance mirrored steps in the conflict communication model. RESULTS The intervention group's performance exceeded the control group on global scores, 7.2 of 10 (SD = 1.6) versus 5.6 (SD = 1.5), p < .05, and checklist scores, 9.3 of 11 (SD = 2.9) versus 7.9 (SD = 1.5), p < .05. Two checklist items showed statistically significant differences: (1) subjects opened the dialogue on a neutral ground before jumping into conflict discussions (intervention: 97% and control: 73%, p < .05) and (2) subjects elicited the colleague's story before sharing their own story (intervention: 70% and control: 27%, p < .05). CONCLUSIONS The pilot results suggest that a health care-specific approach to conflict resolution can be effectively taught through facilitated practice, coaching, and feedback.

Ethical leadership research has primarily relied on social learning and social exchange theories. Although these theories have been generative, additional theoretical perspectives hold the potential to broaden scholars’ understanding of ethical leadership’s effects. In this paper, we examine moral typecasting theory and its unique implications for followers’ leader-directed citizenship behavior. Across two studies employing both survey-based and experimental methods, we offer support for three key predictions consistent with this theory. First, the effect of ethical leadership on leader-directed citizenship behavior is curvilinear, with followers helping highly ethical and highly unethical leaders the least. Second, this effect only emerges in morally intense contexts. Third, this effect is mediated by the follower’s belief in the potential for prosocial impact. Our findings suggest that a follower’s belief that his or her leader is ethical has meaningful, often counterintuitive effects that are not predicted by dominant theories of ethical leadership. These results highlight the potential importance of moral typecasting theory to better understand the dynamics of ethical leadership.

In this article we employ a trait activation framework to examine how unfairness perceptions influence narcissistic leaders' self-interested behavior, and the downstream implications of these effects for employees' pro-social and voice behaviors. Specifically, we propose that narcissistic leaders are particularly likely to engage in self-interested behavior when they perceive that their organizations treat them unfairly, and that this self-interested behavior in turn decreases followers' pro-social behavior and voice. Data from a multisource, time-lagged survey of 211 team leaders and 1,205 subordinates provided support for the hypothesized model. Implications for theory and practice are discussed. (PsycINFO Database Record

In rapidly developing nations such as China, air pollution is a growing concern. Nonetheless, theory and data on the impact of air pollution on employee behavior are essentially nonexistent. In this paper we employ a diary methodology to examine the within-individual effects of air pollution appraisals on employees’ daily self-control resources and behavior. Multilevel data collected across two weeks from 155 employees located in urban China indicate that appraisals of air pollution severity deplete employees’ self-control resources. This depletion in turn mediates the effects of air pollution appraisals on employee behavior, resulting in decreased organizational citizenship behavior and increased counterproductive work behavior. In support of the depletion perspective, the effects of air pollution appraisals are moderated by employees’ trait self-control, and hold even after controlling for employees’ daily negative affectivity and objective levels of air pollution. Implications for future research and practice are discussed.

People may express a variety of emotions after committing a transgression. Through 6 empirical studies and a meta-analysis, we investigate how the perceived authenticity of such emotional displays and resulting levels of trust are shaped by the transgressor's power. Past findings suggest that individuals with power tend to be more authentic because they have more freedom to act on the basis of their own personal inclinations. Yet, our findings reveal that (a) a transgressor's display of emotion is perceived to be less authentic when that party's power is high rather than low; (b) this perception of emotional authenticity, in turn, directly influences (and mediates) the level of trust in that party; and (c) perceivers ultimately exert less effort when asked to make a case for leniency toward high rather than low-power transgressors. This tendency to discount the emotional authenticity of the powerful was found to arise from power increasing the transgressor's perceived level of emotional control and strategic motivation, rather than a host of alternative mechanisms. These results were also found across different types of emotions (sadness, anger, fear, happiness, and neutral), expressive modalities, operationalizations of the transgression, and participant populations. Altogether, our findings demonstrate that besides the wealth of benefits power can afford, it also comes with a notable downside. The findings, furthermore, extend past research on perceived emotional authenticity, which has focused on how and when specific emotions are expressed, by revealing how this perception can depend on considerations that have nothing to do with the expression itself. (PsycINFO Database Record

Gratitude is a valuable emotion with an array of functional outcomes. Nonetheless, research on gratitude in organizations is limited. In this article we develop a multilevel model of gratitude composed of episodic gratitude at the event level, persistent gratitude at the individual level, and collective gratitude at the organizational level. We then consider the types of human resource initiatives that organizations can develop to cultivate employee gratitude and the contingencies of gratitude’s emergence at the individual and organizational levels of analysis. Finally, we elucidate the benefits of gratitude for organizations and their employees. The result is a deeper understanding of how gratitude unfolds in organizations and the role that organizations themselves can play in influencing emotions at multiple levels in the workplace.

The current research included 7 studies testing a model of interpersonal processes when people disclose to their close relationship partners ("confidants") about their conflicts involving adversaries outside the dyad. The model posits that confidants who feel close to disclosers tend to adopt goals to be responsive to disclosers during these interactions, which motivates them to validate disclosers' negativity toward their adversaries. Disclosers interpret this validation of negativity as responsive, which motivates them to continue confiding in these confidants, but also respond to this behavior with more negative moral evaluations of their adversaries, reduced willingness to forgive their adversaries, and reduced commitment to maintaining a relationship with their adversaries. Results of 3 cross-sectional studies, 3 experiments, and a behavioral observation study support this model. This research suggests potential drawbacks of partner responsiveness during discussions of conflicts, and suggests processes through which people reward, draw closer to, and depend on partners who validate negativity and, consequently, undermine conflict resolution with others. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Summary Past research suggests that interactional justice plays a pivotal role in facilitating high-quality leader–member exchange (LMX), with downstream implications for employee performance. However, the broader context in which these effects unfold has received scarce attention. Drawing from deontic justice and social exchange theories, we suggest that interactional justice differentiation is an important contextual moderator of the link between interactional justice and LMX. Specifically, we argue that high interactional justice differentiation attenuates the link between interactional justice and LMX, in turn influencing the effects of interactional justice on employee task and creative performance. Results from two studies employing both experimental and multisource, multilevel survey designs provide convergent support for the hypothesized model. We conclude by highlighting several key theoretical and practical implications of our findings. Copyright © 2016 John Wiley & Sons, Ltd.

In this study, we examined how leaders' customer interactions influence their tendency to abuse their followers. Specifically, we drew from ego-depletion theory to suggest that surface acting during customer interactions depletes leaders of their self-control resources, resulting in elevated levels of abusive supervision. Furthermore, we hypothesized that the effect of surface acting on abusive supervision is moderated by leaders' trait self-control, such that leaders with high trait self-control will be less affected by the depleting effects of surface acting than their peers. Results from a multiwave, multisource leader-follower dyad study in the service and sales industries provided support for our hypotheses. This research contributes to several literatures, particularly to an emerging area of study--the antecedents of leaders' abusive behaviors.

We examined health care conflicts through interviews with health care leaders, providers, and patients. Ninety-two medical providers, nurses, technologists, hospital leaders, and patients/families shared 156 conflict stories. We identified individual, interpersonal, and organizational factors contributing to interprofessional conflicts. Individual contributors included resource depletion (i.e., stress and fatigue), perceptions of others’ seemingly selfish motives, and judgment toward colleagues’ competence. Interpersonal conflicts involved prior unresolved conflicts, dehumanization, power differentials, or communication breakdown. Organizational factors included navigating within complex organizational structures and noncompliance with group norms. Conflicts resulted in negative consequences for patients (safety, satisfaction), providers (career, relationships, satisfaction, morale), and organizations (performance, staff turnover).

This panel symposium focuses on discussing theoretical and empirical questions that will help broaden our sight of, and deepen our insights into, constructs, phenomena, and processes involved in wo...

A decade of research has highlighted the benefits of being compassionate to oneself in times of suffering. Despite this, many remain hesitant to practice it, fearing the interpersonal backlash that...

Although scholars have begun to explore the role of gratitude in organizations, research has often focused on gratitude as an emotional state while overlooking the impact of gratitude expression. I...

Research shows that in the aftermath of conflict, forgiveness improves victims’ well-being and the victim–offender relationship. Building on the research on embodied perception and economy of action, we demonstrate that forgiveness also has implications for victims’ perceptions and behavior in the physical domain. Metaphorically, unforgiveness is a burden that can be lightened by forgiveness; we show that people induced to feel forgiveness perceive hills to be less steep (Study 1) and jump higher in an ostensible fitness test (Study 2) than people who are induced to feel unforgiveness. These findings suggest that forgiveness may lighten the physical burden of unforgiveness, providing evidence that forgiveness can help victims overcome the negative effects of conflict.

Unresolved conflicts among healthcare professionals can lead to difficult patient care consequences. This scoping review examines the current healthcare literature that reported sources and consequences of conflict associated with individual, interpersonal, and organisational factors. We identified 99 articles published between 2001 and 2015 from PubMed, Cumulative Index to Nursing and Allied Health Literature, and Excerpta Medical Database. Most reviewed studies relied on healthcare professionals' perceptions and beliefs associated with conflict sources and consequences, with few studies reporting behavioural or organisational change outcomes. Individual conflict sources included personal traits, such as self-focus, self-esteem, or worldview, as well as individuals' conflict management styles. These conflicts posed threats to one's physical, mental, and emotional health and to one's ability to perform at work. Interpersonal dynamics were hampered by colleagues' uncivil behaviours, such as low degree of support, to more destructive behaviours including bullying or humiliation. Perceptions of disrespectful working environment and weakened team collaboration were the main interpersonal conflict consequences. Organisational conflict sources included ambiguity in professional roles, scope of practice, reporting structure, or workflows, negatively affecting healthcare professionals' job satisfactions and intent to stay. Future inquiries into healthcare conflict research may target the following: shifting from research involving single professions to multiple professions; dissemination of studies via journals that promote interprofessional research; inquiries into the roles of unconscious or implicit bias, or psychological capital (i.e., resilience) in healthcare conflict; and diversification of data sources to include hospital or clinic data with implications for conflict sources.

Across organizations, employees frequently come face-to-face with the suffering of their peers. Suffering causes a lasting psychological toll and costs organizations billions of dollars annually. O...

The field of organizational psychology is currently in what some scholars have referred to as an affective era (Judge, Weiss, Kammeyer-Mueller, & Hulin, 2017) and have called for examinations of di...

We introduce a multilevel model of workplace forgiveness and present forgiveness climate as an organizational-level phenomenon that explains when and why employees respond to conflict prosocially. We begin with an examination of the core cultural values that allow forgiveness climates to emerge, including restorative justice, compassion, and temperance. We then explore how the organizational environment, organizational practices, and leader attributes produce these core cultural values and facilitate forgiveness climate emergence. Drawing from a sensemaking perspective, we subsequently examine the cross-level impact of forgiveness climate on individual employees, as well as the boundary conditions of these effects. We conclude with a discussion of our model's contributions and implications for future theory building and empirical research.

Forgiveness is a powerful social force with lasting consequences for victims and offenders. Nonetheless, theory on forgiveness as an organizational phenomenon has lagged. In response to this concer...

Apologies are useful social tools that can act as catalysts in the resolution of conflict and inspire forgiveness. Yet as numerous real-world blunders attest, apologies are not always effective. Whereas many lead to forgiveness and reconciliation, others simply fall on deaf ears. Despite the fact that apologies differ in their effectiveness, most research has focused on apologies as dichotomous phenomena wherein a victim either (a) receives an apology or (b) does not. Psychological research has yet to elucidate which components of apologies are most effective, and for whom. The present research begins to address this gap by testing the theory that perpetrators’ apologies are most likely to inspire victim forgiveness when their components align with victims’ self-construals. Regression and hierarchical linear modeling analyses from two studies support the primary hypotheses. As predicted, victims reacted most positively to apologies that were congruent with their self-construals.

In recent years, research at the intersection of organizational behavior and ethics has flourished. Scholars have made particularly notable strides in understanding the antecedents of employees’ un...

A growing body of positive organizational scholarship research provides strong support for the ubiquity and importance of positive emotions in organizations. In this symposium, four empirical paper...

Gratitude is recognized as an important component of mental and emotional health, and it is increasingly recognized for its role in organizational life. While most commonly studied as an individual...

We examined properties of culture-level personality traits in ratings of targets (N = 5,109) aged 12 to 17 in 24 cultures. Aggregate scores were generalizable across gender, age, and relationship groups and showed convergence with culture-level scores from previous studies of self-reports and observer ratings of adults, but they were unrelated to national character stereotypes. Trait profiles also showed cross-study agreement within most cultures, eight of which had not previously been studied. Multidimensional scaling showed that Western and non-Western cultures clustered along a dimension related to Extraversion. A culture-level factor analysis replicated earlier findings of a broad Extraversion factor, but generally resembled the factor structure found in individuals. Continued analysis of aggregate personality scores is warranted.

Despite the fact that apologies differ in their effectiveness, most research has focused on apologies as dichotomous phenomena wherein a victim either a) receives an apology or b) doesn't. Psychological research has yet to elucidate which components of apologies are most effective, and for whom. The present research begins to address this gap by testing the theory that perpetrators' apologies are most likely to inspire victim forgiveness when their components align with victims' self-construals. Hierarchical linear modeling analysis from a policy capturing experiment supports the primary hypotheses. As predicted, victims who emphasize the independent, relational, and collective selves were most likely to forgive following apologies that contained offers of compensation, expressions of empathy, and acknowledgements of violated rules/norms, respectively.

Summary We argue that for the field of organizational psychology to prosper, it must adopt a global perspective. In this article, we discuss three specific ideals for a more global organizational psychology, our progress toward these ideals (or lack thereof), and potential solutions to move toward a truly global science. First, we argue that a truly global organizational psychology must incorporate global voices. Yet cross-cultural research in organizational psychology still remains largely a U.S. export business wherein the very questions we ask are colored by Western assumptions and values which are then explored to other cultures. To be a global science, we must acknowledge that the questions we ask are value-laden, and we must ensure that the questions we ask to have global relevance. Second, a truly global organizational psychology must articulate with precision the level at which culture operates. Yet the level at which culture is defined varies widely across studies and levels of analysis confusion abounds in the literature. We discuss a number of conceptualizations and measures of culture and suggest the conditions under which each may be warranted. Third, a truly global organizational psychology must advance an understanding of when culture matters. Despite abundant evidence that behavior in organizations is influenced by multiple contextual factors (e.g., the work team, organization, industry), we have little understanding of how national culture and non-cultural factors jointly influence behavior in organizations. We discuss several promising models to guide such efforts. Copyright # 2008 John Wiley & Sons, Ltd.

Although large international studies have found consistent patterns of sex differences in personality traits among adults (i.e., women scoring higher on most facets), less is known about cross-cultural sex differences in adolescent personality and the role of culture and age in shaping them. The present study examines the NEO Personality Inventory-3 (McCrae, Costa, & Martin, 2005) informant ratings of adolescents from 23 cultures (N = 4,850), and investigates culture and age as sources of variability in sex differences of adolescents' personality. The effect for Neuroticism (with females scoring higher than males) begins to take on its adult form around age 14. Girls score higher on Openness to Experience and Conscientiousness at all ages between 12 and 17 years. A more complex pattern emerges for Extraversion and Agreeableness, although by age 17, sex differences for these traits are highly similar to those observed in adulthood. Cross-sectional data suggest that (a) with advancing age, sex differences found in adolescents increasingly converge toward adult patterns with respect to both direction and magnitude; (b) girls display sex-typed personality traits at an earlier age than boys; and (c) the emergence of sex differences was similar across cultures. Practical implications of the present findings are discussed. (PsycINFO Database Record (c) 2015 APA, all rights reserved).

For the past several years, legislative changes in the United States have required public companies to submit their top management teams’ (TMTs) compensation packages to a shareholder vote. Colloquially known as say- on-pay, this system represents a new structural mechanism to tackle the agency problem and increase shareholder voice in corporate governance. For scholars, this novel arrangement raises the interesting question of why shareholders vote for versus against TMTs’ compensation packages. Limited research in this domain has overwhelmingly focused on firms’ financial performance, overlooking the possibility that shareholder voting decisions may also reflect other, non-pecuniary goals. In this paper we integrate research on corporate governance and corporate social responsibility with the micro-level ethics literature to propose that shareholders reward TMTs in organizations with strong corporate social performance by voting in favor of their compensation packages. Furthermore, we hypothesize that t...

In this research, we draw from the stereotyping literature to suggest that supervisor ratings of job performance are affected by employees' start times-the time of day they first arrive at work. Even when accounting for total work hours, objective job performance, and employees' self-ratings of conscientiousness, we find that a later start time leads supervisors to perceive employees as less conscientious. These perceptions in turn cause supervisors to rate employees as lower performers. In addition, we show that supervisor chronotype acts as a boundary condition of the mediated model. Supervisors who prefer eveningness (i.e., owls) are less likely to hold negative stereotypes of employees with late start times than supervisors who prefer morningness (i.e., larks). Taken together, our results suggest that supervisor ratings of job performance are susceptible to stereotypic beliefs based on employees' start times. (PsycINFO Database Record (c) 2014 APA, all rights reserved).

Integrating upper echelons theory with the behavioral ethics literature, we examine the effect of Chief Executive Officer (CEO) moral identity on firm innovation. Using primary, multisource, multi-...

Forgiveness has received widespread attention among psychologists from social, personality, clinical, developmental, and organizational perspectives alike. Despite great progress, the forgiveness literature has witnessed few attempts at empirical integration. Toward this end, we meta-analyze results from 175 studies and 26,006 participants to examine the correlates of interpersonal forgiveness (i.e., forgiveness of a single offender by a single victim). A tripartite forgiveness typology is proposed, encompassing victims' (a) cognitions, (b) affect, and (c) constraints following offense, with each consisting of situational and dispositional components. We tested hypotheses with respect to 22 distinct constructs, as correlates of forgiveness, that have been measured across different fields within psychology. We also evaluated key sample and study characteristics, including gender, age, time, and methodology as main effects and moderators. Results highlight the multifaceted nature of forgiveness. Variables with particularly notable effects include intent (r = -.49), state empathy (r = .51), apology (r = .42), and state anger (r = -.41). Consistent with previous theory, situational constructs are shown to account for greater variance in forgiveness than victim dispositions, although within-category differences are considerable. Sample and study characteristics yielded negligible effects on forgiveness, despite previous theorizing to the contrary: The effect of gender was nonsignificant (r = .01), and the effect of age was negligible (r = .06). Preliminary evidence suggests that methodology may exhibit some moderating effects. Scenario methodologies led to enhanced effects for cognitions; recall methodologies led to enhanced effects for affect.

In the 21st century, air pollution has become a global concern. Nonetheless, theory and data on the effects of air pollution in the workplace are essentially nonexistent. In this paper we employ a ...

Five empirical studies investigated the implications of power for perceptions of emotional authenticity and trust after a transgression. Across different sets of emotions, different types of emotio...

Conditioning methodologies associated with the psychology of learning are suggested as a new strategy to investigate behavior of the assassin bug Rhodnius prolixus, which is the main vector of Chagas disease in Venezuela. Chagas disease is the fourth leading cause of death in Latin America, as it causes severe chronic illness and approximately 43,000 deaths per year. To illustrate this strategy, two preliminary experiments are reported. In the first, Pavlovian conditioning was examined by pairing an olfactory conditioned stimulus with a temperature unconditioned stimulus. A temperature of 42°C elicits a complex behavioral sequence in R. prolixus consisting of proboscis extension and crawling. Over the course of 12 training trials, this behavioral sequence was not elicited by an olfactory conditioned stimulus. In the second experiment, a latent inhibition paradigm was used to pre-expose R. prolixus to an olfactory conditioned stimulus before pairing the odor with temperature. Over the course of training, an effect of pre-exposure was found. Suggestions for research are discussed and potential conditioned and unconditioned stimuli identified.

In this research, we draw from the stereotyping literature to suggest that supervisor ratings of job performance are affected by employees’ start times – the time of day they first arrive at work. ...

In this article we examine the construction and consequences of ethical leader perceptions. First, we introduce moralization as the primary process through which followers come to view their leaders as ethical. Second, we use moral foundations theory to illustrate the types of leader behavior that followers are most likely to moralize. Third, we identify motivations to maintain moral self-regard and a moral reputation as two distinct pathways through which moralization influences follower behavior. Finally, we show how the values that underlie leaders' moralized behavior (e.g., compassion, loyalty) determine the specific types of follower behavior that emerge (e.g., prosocial behavior, pro-organizational behavior).

In an effort to better understand the mechanisms by which ethical leaders impact follower behavior, we develop and test a theoretical model whereby ethical leaders affect ethical behavior in their ...

Despite decades of research on the ethics of employees’ relationships with their peers and organizations, the moral importance of person-object relationships has been largely overlooked. In this pa...