Influence of Self-Sacrificial Leadership on the Pro-Organizational Unethical Behavior of Employees: A Moderated Mediating Model

被引:11
作者
Yang, Jianchun [1 ]
Wei, Hongming [2 ]
Wu, Ying [2 ]
机构
[1] Guizhou Univ Finance & Econ, Guizhou Key Lab Big Data Stat Anal, Business Adm, Guiyang 550025, Guizhou, Peoples R China
[2] Guizhou Univ Finance & Econ, Business Adm, Guiyang 550025, Guizhou, Peoples R China
关键词
unethical pro-organizational behavior; self-sacrificial leadership; organizational identification; power distance; the theory of social identity; POWER DISTANCE; IDENTIFICATION; LEVEL;
D O I
10.2147/PRBM.S339718
中图分类号
B849 [应用心理学];
学科分类号
040203 ;
摘要
Purpose: Based on the theory of social identity, this study focuses on the influence mechanism of self-sacrificing leadership on employees' pro-organization unethical behaviors, as well as the moderating effect of power distance and the mediating effect of organizational identity between self-sacrificing leadership and employees' pro-organization unethical behaviors. Methods: This work surveyed 286 employees in 12 companies in Guizhou province to test the research hypothesis model. Statistical analysis methods were used for data analysis. Results: The results reveal that self-sacrificial leadership has an indirect positive influence on unethical pro-organizational behavior of employees by positively influencing organizational identification. The higher the power distance of employees, the weaker the positive correlation between self-sacrificing leaders and organizational identity, and the lower the power distance of employees, the stronger the positive correlation between self-sacrificing leaders and organizational identity. Conclusion: This study reveals the influence mechanism of self-sacrificing leadership on employees' pro-organization non-ethical behaviors from a new perspective and confirms the effects of power distance and organizational identity on creative performance. Unethical behavior under the cloak of "pro-organization" has a potential destructive effect on stakeholders, organizations and even the whole society. It is of great practical significance to identify its influencing factors and effectively avoid them.
引用
收藏
页码:2245 / 2255
页数:11
相关论文
共 30 条
[1]  
Aiken L. S., 1991, MULTIPLE REGRESSION, DOI DOI 10.2307/2348581
[2]   Identification in organizations: An examination of four fundamental questions [J].
Ashforth, Blake E. ;
Harrison, Spencer H. ;
Corley, Kevin G. .
JOURNAL OF MANAGEMENT, 2008, 34 (03) :325-374
[3]  
[陈默 Chen Mo], 2017, [心理学报, Acta Psychologica Sinica], V49, P94
[4]  
Choi Y, 2006, CURR RES SOC PSYCHOL, V11, P51
[5]   Individual-level cultural values as moderators of perceived organizational support-employee outcome relationships in China: Comparing the effects of power distance and traditionality [J].
Farh, Jiing-Lih ;
Hackett, Rick D. ;
Liang, Jian .
ACADEMY OF MANAGEMENT JOURNAL, 2007, 50 (03) :715-729
[6]  
Gao ZH, 2014, EC MANAG, V36, P147
[7]   The Effect of Leadership Style, Framing, and Promotion Regulatory Focus on Unethical Pro-Organizational Behavior [J].
Graham, Katrina A. ;
Ziegert, Jonathan C. ;
Capitano, Johnna .
JOURNAL OF BUSINESS ETHICS, 2015, 126 (03) :423-436
[8]  
Gu YH, 2016, EC MANAGEMENT, V38, P93, DOI DOI 10.19616/J.CNKI.BMJ.2016.04.009
[9]   Inclusive Leadership and Subordinates' Pro-Social Rule Breaking in the Workplace: Mediating Role of Self-Efficacy and Moderating Role of Employee Relations Climate [J].
He, Bin ;
He, Qinqing ;
Sarfraz, Muddassar .
PSYCHOLOGY RESEARCH AND BEHAVIOR MANAGEMENT, 2021, 14 :1691-1706
[10]   INDIVIDUAL POWER DISTANCE ORIENTATION AND FOLLOWER REACTIONS TO TRANSFORMATIONAL LEADERS: A CROSS-LEVEL, CROSS-CULTURAL EXAMINATION [J].
Kirkman, Bradley L. ;
Chen, Gilad ;
Farh, Jiing-Lih ;
Chen, Zhen Xiong ;
Lowe, Kevin B. .
ACADEMY OF MANAGEMENT JOURNAL, 2009, 52 (04) :744-764