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Journal of Business Ethics

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16.02.2022 | Original Paper

Peer Reaction to Manager Stewardship Behavior: Crediting or Stigmatizing the Behavior?

verfasst von: Yongjun Kang, Jian Peng, Qi Nie

Erschienen in: Journal of Business Ethics | Ausgabe 2/2023

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Abstract

Manager stewardship behavior, defined as an ethical initiative whereby managers subjugate their personal interests to protect their organization’s long-term welfare, has been widely considered beneficial for organizations and subordinates. However, is manager stewardship behavior also viewed as good in the eyes of peers? This research examines peer reactions to manager stewardship behavior. Drawing on person perception theory, we expect that a peer may credit and support manager stewardship behavior or stigmatize and undermine it depending on his or her attributions (organizational concern versus impression management). Study 1 (a vignette experiment: n = 200) found that manager stewardship behavior is related to credit evaluation by a peer and subsequently increases peer support and decreases peer undermining when attributed to organizational concern motives; however, it is related to stigma evaluation by a peer and subsequently increases peer undermining and decreases peer support when attributed to impression management motives. Study 2 (n = 221) replicated the results of Study 1 using a field survey design. These findings expand our understanding of the implications of stewardship behavior from a peer perspective and offer insight for managers into how to engage in stewardship behavior wisely.

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We followed Berry et al.’s (2012) recommendation to ask peers to report their attribution and reputation evaluation of manager stewardship behavior because peer self-reported data are more accurate than data collected from other reports. This approach also responded to prior research on peer reaction to individual behavior (Campbell et al., 2017; Zhu et al., 2020). We did not choose a supervisor as the focal observer because Lee (1993) argued that supervisors are not often aware of managers’ behaviors and peers’ reaction to these behaviors due to the hierarchy gap (e.g., physical, social, and psychological distance). Moreover, asking a supervisor to rate his or her perceptions of a target person (i.e., impression management) and of peer attitudes or behaviors about the target (i.e., stigmatizing) might unduly put the target person and the peers at risk at work. Doing so might also have been problematic vis-a`-vis institutional review board protocols and ethical guidelines.

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Titel: Peer Reaction to Manager Stewardship Behavior: Crediting or Stigmatizing the Behavior?
verfasst von: Yongjun Kang
Jian Peng
Qi Nie
Publikationsdatum: 16.02.2022
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 2/2023
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-022-05069-2

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