The effect of leader unethical pro-organizational behaviour on subordinate silence: the mediating role of moral ownership

[1]  Anxin Xu,et al.  How Does Self-Sacrificial Leadership Foster Knowledge Sharing Behavior in Employees? Moral Ownership, Felt Obligation and Supervisor-Subordinate Guanxi , 2022, Frontiers in Psychology.

[2]  David A. Morand,et al.  Unethical Pro-organizational Behavior: A Moderated Mediational Model of Its Transmission From Managers to Employees , 2021, Journal of Leadership & Organizational Studies.

[3]  K. Ghosh,et al.  Unethical Pro-organizational Behavior: A Systematic Review and Future Research Agenda , 2021, Journal of Business Ethics.

[4]  Christianne T. Varty,et al.  How do leaders foster morally courageous behavior in employees? Leader role modeling, moral ownership, and felt obligation , 2021 .

[5]  Run Ren,et al.  A Moral Cleansing Process: How and When Does Unethical Pro-organizational Behavior Increase Prohibitive and Promotive Voice , 2021, Journal of business ethics : JBE.

[6]  Cheng Chen,et al.  The Two-Sided Effect of Leader Unethical Pro-organizational Behaviors on Subordinates’ Behaviors: A Mediated Moderation Model , 2020, Frontiers in Psychology.

[7]  J. Farh,et al.  Leader Unethical Pro-Organizational Behavior and Employee Unethical Conduct: Social Learning of Moral Disengagement as a Behavioral Principle , 2020, Journal of Management.

[8]  Katrina A. Graham,et al.  Egoistic norms, organizational identification, and the perceived ethicality of unethical pro-organizational behavior: A moral maturation perspective , 2020, Human Relations.

[9]  Xue Tong Dong,et al.  The Mediating Effect of Perceived Stress and Moderating Effect of Trust for the Relationship Between Employee Silence and Behavioral Outcomes , 2020, Psychological reports.

[10]  Elijah X M Wee,et al.  In line and out of the box: How ethical leaders help offset the negative effect of morality on creativity. , 2020, The Journal of applied psychology.

[11]  Ken Cheng,et al.  The trickle-down effect of responsible leadership on unethical pro-organizational behavior: The moderating role of leader-follower value congruence , 2019, Journal of Business Research.

[12]  Kai Chi Yam,et al.  The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior , 2019, Organizational Behavior and Human Decision Processes.

[13]  Lata Dyaram,et al.  The Mediating Role of Moral Ownership in the Relationship Between Organizational Support and Employees’ Ethical Behavior: A Study of Higher Education Faculty Members , 2019 .

[14]  Tina Sendlhofer.  Decoupling from Moral Responsibility for CSR: Employees' Visionary Procrastination at a SME , 2019, Journal of Business Ethics.

[15]  Jie Shen,et al.  Socially Responsible Human Resource Management and Employee Support for External CSR: Roles of Organizational CSR Climate and Perceived CSR Directed Toward Employees , 2017, Journal of Business Ethics.

[16]  Steven M. Farmer,et al.  Organizational Moral Identity Centrality: Relationships with Citizenship Behaviors and Unethical Prosocial Behaviors , 2018 .

[17]  Won‐Moo Hur,et al.  Employee engagement in CSR initiatives and customer‐directed counterproductive work behavior (CWB): The mediating roles of organizational civility norms and job calling , 2018 .

[18]  Xu Sun,et al.  The Contagion of Unethical Pro-organizational Behavior: From Leaders to Followers , 2018, Front. Psychol..

[19]  Hsi-An Shih,et al.  Perceived identifiability, shared responsibility and innovative work behavior* , 2017 .

[20]  Jae Uk Chun,et al.  Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence , 2015, Journal of Business Ethics.

[21]  Allison S. Gabriel,et al.  Who strikes back? A daily investigation of when and why incivility begets incivility. , 2016, The Journal of applied psychology.

[22]  Chao-chuan Chen,et al.  Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior. , 2016, The Journal of applied psychology.

[23]  I. Nielsen,et al.  The impact of employee perceptions of organizational corporate social responsibility practices on job performance and organizational citizenship behavior: evidence from the Chinese private sector , 2015 .

[24]  Jochen Gurt,et al.  Transformational Leadership and Follower’s Unethical Behavior for the Benefit of the Company: A Two-Study Investigation , 2013, Journal of Business Ethics.

[25]  L. Treviño,et al.  (Un)ethical behavior in organizations. , 2014, Annual review of psychology.

[26]  Deborah E. Rupp,et al.  Applicants' and Employees' Reactions to Corporate Social Responsibility: The Moderating Effects of First‐Party Justice Perceptions and Moral Identity , 2013 .

[27]  Alexander Newman,et al.  The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? , 2012, Journal of Business Ethics.

[28]  S. Kozlowski,et al.  Joint influences of individual and work unit abusive supervision on ethical intentions and behaviors: a moderated mediation model. , 2013, The Journal of applied psychology.

[29]  Y. Gong,et al.  Unfolding the Proactive Process for Creativity , 2012 .

[30]  L. Treviño,et al.  WHY EMPLOYEES DO BAD THINGS: MORAL DISENGAGEMENT AND UNETHICAL ORGANIZATIONAL BEHAVIOR , 2012 .

[31]  Bruce J. Avolio,et al.  Moral Maturation and Moral Conation: A Capacity Approach to Explaining Moral Thought and Action , 2011 .

[32]  Jie Shen,et al.  Effects of socially responsible human resource management on employee organizational commitment , 2011 .

[33]  Walter D. Davis,et al.  An Examination of Perceived Corporate Citizenship, Job Applicant Attraction, and CSR Work Role Definition , 2011 .

[34]  Bruce J. Avolio,et al.  Relationships between Authentic Leadership, Moral Courage, and Ethical and Pro-Social Behaviors , 2011, Business Ethics Quarterly.

[35]  Elizabeth E. Umphress,et al.  When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors , 2011, Organ. Sci..

[36]  Bruce J. Avolio,et al.  Moral potency: Building the capacity for character-based leadership. , 2010 .

[37]  Elizabeth E. Umphress,et al.  Unethical behavior in the name of the company: the moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior. , 2010, The Journal of applied psychology.

[38]  Martin R. Edwards,et al.  Perceived organizational support, organizational identification, and employee outcomes testing a simultaneous multifoci model , 2010 .

[39]  Duygu Turker.  How Corporate Social Responsibility Influences Organizational Commitment , 2009 .

[40]  Americus Reed,et al.  Testing a social-cognitive model of moral behavior: the interactive influence of situations and moral identity centrality. , 2009, Journal of personality and social psychology.

[41]  Jacob Joseph,et al.  Impact of Emotional Intelligence, Ethical Climate, and Behavior of Peers on Ethical Behavior of Nurses , 2009 .

[42]  Mirna Koričan,et al.  CSR, women and SMEs: the Croatian perspective , 2008 .

[43]  R. Ramanujam,et al.  EMPLOYEE SILENCE ON CRITICAL WORK ISSUES: THE CROSS LEVEL EFFECTS OF PROCEDURAL JUSTICE CLIMATE , 2008 .

[44]  Michael E. Brown,et al.  Ethical leadership: A social learning perspective for construct development and testing , 2005 .

[45]  Scott B. MacKenzie,et al.  Common method biases in behavioral research: a critical review of the literature and recommended remedies. , 2003, The Journal of applied psychology.

[46]  Frances J. Milliken,et al.  An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why* , 2003 .

[47]  L. V. Dyne,et al.  Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs , 2003 .

[48]  J. L. Pierce,et al.  The State of Psychological Ownership: Integrating and Extending a Century of Research , 2003 .

[49]  K. Aquino,et al.  The self-importance of moral identity. , 2002, Journal of personality and social psychology.

[50]  Frances J. Milliken,et al.  Organizational Silence: A Barrier to Change and Development in a Pluralistic World , 2000 .

[51]  A. Bandura.  Social cognitive theory: an agentic perspective. , 1999, Annual review of psychology.

[52]  G. Saucier.  Mini-markers: a brief version of Goldberg's unipolar big-five markers. , 1994, Journal of personality assessment.

[53]  R. McCrae,et al.  An introduction to the five-factor model and its applications. , 1992, Journal of personality.

[54]  F. J. García-Rodríguez,et al.  The impact of employee-oriented CSR on quality of life: Evidence from the hospitality industry , 2023, Tourism Management.

[55]  Celia Moore,et al.  Ethically adrift: How others pull our moral compass from true North, and how we can fix it , 2013 .

[56]  Scott B. MacKenzie,et al.  Working memory: theories, models, and controversies. , 2012, Annual review of psychology.

[57]  O. Ferrell,et al.  Corporate social responsibility and marketing: An integrative framework , 2004 .

[58]  Spencer E. Cahill,et al.  Shall the Twain Ever Meet?@@@Social Foundations of Thought and Action: A Social Cognitive Theory. , 1987 .