nach oben

Asia Pacific Journal of Management

Erschienen in:

26.07.2021

The more you exploit, the more expedient I will be: A moral disengagement and Chinese traditionality examination of exploitative leadership and employee expediency

verfasst von: Ken Cheng, Limin Guo, Jinlian Luo

Erschienen in: Asia Pacific Journal of Management | Ausgabe 1/2023

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

Drawing on social cognitive theory, we build a comprehensive understanding of how, why, and when exploitative leadership relates to employee expediency by identifying moral disengagement as one psychological mechanism and Chinese traditionality as one boundary condition. To test our model, we administrated a three-wave survey to collect data from 350 employees in China. The results showed that exploitative leadership was positively related to employee expediency and that moral disengagement mediated this relationship. Additionally, we found that Chinese traditionality buffered the positive relationship between exploitative leadership and moral disengagement as well as the indirect effect of exploitative leadership on employee expediency through moral disengagement. Theoretical and practical implications, limitations, and future directions are discussed.

Vorheriger Artikel The influence of cronyism on entrepreneurial resource acquisition

Nächster Artikel Internal and external CSR in China: How do women independent directors matter?

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

f² can be calculated using the R² and ΔR² reported in the results of hierarchical regression analysis (i.e., Table 3). Cohen (1969) proposed that the f² values of .02, .15, and .35 represent small, medium, and large effect sizes, respectively.

We thank one of the anonymous reviewers for offering this insight.

Bandura, A. 1986. Social foundations of thought and action: A social cognitive theory. Englewood Cliffs.

Bandura, A. 1991. Social cognitive theory of moral thought and action. In W. Kurtines, & J. Gewirtz (Eds.). Handbook of moral behavior and development: Theory, research and applications: 71–129. Erlbaum.

Bandura, A. 1999. Moral disengagement in the perpetration of inhumanities. Personality and Social Psychology Review, 3(3): 193–209.CrossRef

Bandura, A., Barbaranelli, C., Caprara, G. V., & Pastorelli, C. 1996. Mechanisms of moral disengagement in the exercise of moral agency. Journal of Personality and Social Psychology, 71(2): 364–374.CrossRef

Brislin, R. W. 1980. Translation and content analysis of oral and written materials. In H. Triandis, & J. W. Berry (Eds.). Handbook of cross-cultural psychology: 389–444. Allyn & Bacon.

Buunk, A. P., & Gibbons, F. X. 2007. Social comparison: The end of a theory and the emergence of a field. Organizational Behavior and Human Decision Processes, 102(1): 3–21.CrossRef

Chen, M., Chen, C. C., & Sheldon, O. J. 2016. Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior. Journal of Applied Psychology, 101(8): 1082–1096.CrossRef

Christian, M. S., Bradley, J. C., Wallace, J. C., & Burke, M. J. 2009. Workplace safety: A meta-analysis of the roles of person and situation factors. Journal of Applied Psychology, 94(5): 1103–1127.CrossRef

Cohen, J. 1969. Statistical power analysis for the behavioral sciences. Academic Press.

Detert, J. R., Treviño, L. K., & Sweitzer, V. L. 2008. Moral disengagement in ethical decision making: A study of antecedents and outcomes. Journal of Applied Psychology, 93(2): 374–391.CrossRef

Edwards, J. R., & Lambert, L. S. 2007. Methods for integrating moderation and mediation: A general analytical framework using moderated path analysis. Psychological Methods, 12(1): 1–22.CrossRef

Eissa, G. 2020. Individual initiative and burnout as antecedents of employee expediency and the moderating role of conscientiousness. Journal of Business Research, 110: 202–212.CrossRef

Fang, J. Y. 2016. Country Garden claims that the fraud is due to employee expediency. https://3g.163.com/money/article/BMB71MNU002534NU.html?from=dynamic.

Farh, J. L., Earley, P. C., & Lin, S. C. 1997. Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese society. Administrative Science Quarterly, 42(3): 421–444.CrossRef

Fida, R., Paciello, M., Tramontano, C., Fontaine, R. G., Barbaranelli, C., & Farnese, M. L. 2015. An integrative approach to understanding counterproductive work behavior: The roles of stressors, negative emotions, and moral disengagement. Journal of Business Ethics, 130(1): 131–144.CrossRef

Gray, J. 1991. Fear, panic, and anxiety: What’s in a name? Psychological Inquiry, 2(1): 77–78.CrossRef

Greenbaum, R. L., Mawritz, M. B., Bonner, J. M., Webster, B. D., & Kim, J. 2018. Supervisor expediency to employee expediency: The moderating role of leader-member exchange and the mediating role of employee unethical tolerance. Journal of Organizational Behavior, 39(4): 525–541.CrossRef

Greenberg, J., Ashton-James, C. E., & Ashkanasy, N. M. 2007. Social comparison processes in organizations. Organizational Behavior and Human Decision Processes, 102(1): 22–41.CrossRef

Guo, L., Cheng, K., & Luo, J. 2021. The effect of exploitative leadership on knowledge hiding: A conservation of resources perspective. Leadership and Organization Development Journal, 42: 83–98.CrossRef

Halbesleben, J. R. B. 2010. The role of exhaustion and workarounds in predicting occupational injuries: A cross-lagged panel study of health care professionals. Journal of Occupational Health Psychology, 15(1): 1–16.CrossRef

Hayes, A. F. 2013. Introduction to mediation, moderation, and conditional process analysis. Guilford Press.

He, P., Peng, Z., Zhao, H., & Estay, C. 2019. How and when compulsory citizenship behavior leads to employee silence: A moderated mediation model based on moral disengagement and supervisor-subordinate guanxi views. Journal of Business Ethics, 155(1): 259–274.CrossRef

Hu, J. I. A., & Liden, R. C. 2013. Relative leader–member exchange within team contexts: How and when social comparison impacts individual effectiveness. Personnel Psychology, 66(1): 127–172.CrossRef

Hui, C., Lee, C., & Rousseau, D. M. 2004. Employment relationships in China: Do workers relate to the organization or to people? Organization Science, 15(2): 232–240.CrossRef

Kang, J. H., Matusik, J. G., & Barclay, L. A. 2017. Affective and normative motives to work overtime in Asian organizations: Four cultural orientations from Confucian ethics. Journal of Business Ethics, 140(1): 115–130.CrossRef

Kim, Y., Chiu, C., Peng, S., Cai, H., & Tov, W. 2010. Explaining east–west differences in the likelihood of making favorable self-evaluations: The role of evaluation apprehension and directness of expression. Journal of Cross-Cultural Psychology, 41(1): 62–75.CrossRef

Kouchaki, M., & Desai, S. D. 2015. Anxious, threatened, and also unethical: How anxiety makes individuals feel threatened and commit unethical acts. Journal of Applied Psychology, 100(2): 360–375.CrossRef

Liu, J., Kwan, H. K., Wu, L. Z., & Wu, W. 2010. Abusive supervision and subordinate supervisor-directed deviance: The moderating role of traditional values and the mediating role of revenge cognitions. Journal of Occupational and Organizational Psychology, 83(4): 835–856.CrossRef

Majeed, M., & Fatima, T. 2020. Impact of exploitative leadership on psychological distress: A study of nurses. Journal of Nursing Management, 28: 713–724.CrossRef

Meyer, K. E. 2007. Asian contexts and the search for general theory in management research: A rejoinder. Asia Pacific Journal of Management, 24(4): 527–534.CrossRef

Moore, C., Detert, J. R., Trevinõ, L. K., Baker, V. L., & Mayer, D. M. 2012. Why employees do bad things: Moral disengagement and unethical organizational behavior. Personnel Psychology, 65(1): 1–48.CrossRef

Peng, J., Wang, Z., & Chen, X. 2019. Does self-serving leadership hinder team creativity? A moderated dual-path model. Journal of Business Ethics, 159(2): 419–433.CrossRef

Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. 2003. Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5): 879–903.CrossRef

Schmid, E. A., Pircher Verdorfer, A., & Peus, C. 2019. Shedding light on leaders’ self-interest: Theory and measurement of exploitative leadership. Journal of Management, 45(4): 1401–1433.CrossRef

Schmid, E. A., Pircher Verdorfer, A., & Peus, C. 2018. Different shades–different effects? Consequences of different types of destructive leadership. Frontiers in Psychology, 9: 1289.CrossRef

Sohu. 2021. The insurance industry has been debunked, and when will turn to telecom carriers?. https://www.sohu.com/a/453344896_120949831.

Syed, F., Naseer, S., Akhtar, M. W., Husnain, M., & Kashif, M. 2021. Frogs in boiling water: A moderated-mediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors. Journal of Knowledge Management. https://doi.org/10.1108/JKM-11-2019-0611.

Tepper, B. J. 2000. Consequences of abusive supervision. Academy of Management Journal, 43: 178–190.CrossRef

Wang, Z., Sun, C., & Cai, S. 2021. How exploitative leadership influences employee innovative behavior: The mediating role of relational attachment and moderating role of high-performance work systems. Leadership and Organization Development Journal, 42: 233–248.CrossRef

White, S. 2002. Rigor and relevance in Asian management research: Where are we and where can we go? Asia Pacific Journal of Management, 19(2/3): 287–352.CrossRef

Valle, M., Kacmar, K. M., Zivnuska, S., & Harting, T. 2019. Abusive supervision, leader-member exchange, and moral disengagement: A moderated-mediation model of organizational deviance. Journal of Social Psychology, 159(3): 299–312.CrossRef

Yan, J., & Sorenson, R. 2006. The effect of Confucian values on succession in family business. Family Business Review, 19(3): 235–250.CrossRef

Yang, K. S., Yu, A. B., & Yeh, M. H. 1989. Chinese individual modernity and traditionality: Construct definition and measurement. In K. S. Yang, & A. B. Yu (Eds.). Chinese psychology and behavior: 241–306. Taipei: Laureate.

Yu, W., Fan, Y., Zhang, J., & Men, Y. 2015. The relationship between abusive supervision and job performance: The effect of supervisor-subordinate guanxi, traditionality, and employees’ forgiveness to supervisor. Nankai Business Review, 18: 16–25.

Zhao, H., Liu, W., Li, J., & Yu, X. 2019. Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange. Journal of Organizational Behavior, 40(7): 834–848.CrossRef

Zhao, H., Peng, Z., Han, Y., Sheard, G., & Hudson, A. 2013. Psychological mechanism linking abusive supervision and compulsory citizenship behavior: A moderated mediation study. Journal of Psychology, 147(2): 177–195.CrossRef

Zhang, P., Li, S., Liu, W., Han, Y., & Muhammad, N. A. 2018. Exploring the role of moral disengagement in the link between perceived narcissistic supervision and employees’ organizational deviance: A moderated mediation model. Asian Journal of Social Psychology, 21(4): 223–236.CrossRef

Titel: The more you exploit, the more expedient I will be: A moral disengagement and Chinese traditionality examination of exploitative leadership and employee expediency
verfasst von: Ken Cheng
Limin Guo
Jinlian Luo
Publikationsdatum: 26.07.2021
Verlag: Springer US
Erschienen in: Asia Pacific Journal of Management / Ausgabe 1/2023
Print ISSN: 0217-4561
Elektronische ISSN: 1572-9958
DOI: https://doi.org/10.1007/s10490-021-09781-x

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 1/2023

The antecedents and consequences of workplace envy: A meta-analytic review

Bribery in emerging economies: an integration of institutional and non-market position perspective

Social network and institution-based strategy research

Network centrality and negative ties in feminine and masculine occupations

Managing the hearts of boundary spanners: CEO organizational identification and international joint venture performance

Feeling obliged or happy to be a good soldier? Employee cognitive and affective reactions to receiving reactive and proactive help

Premium Partner