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Journal of Business Ethics

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06.06.2019 | Original Paper

When Employees Retaliate Against Self-Serving Leaders: The Influence of the Ethical Climate

verfasst von: Stijn Decoster, Jeroen Stouten, Thomas M. Tripp

Erschienen in: Journal of Business Ethics | Ausgabe 1/2021

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Abstract

Leaders have been shown to sometimes act self-servingly. Yet, leaders do not act in isolation and the perceptions of the ethical climate in which leaders operate is expected to contribute to employees taking counteractive measures against their leader (that is, employees’ desire for retaliation, and supervisor-directed deviance). We contend that in an ethical climate employees feel better equipped to stand up and take retaliation measures. Moreover, we argue that this is explained by employees’ feelings of trust. In two studies using different methods (an experimental study and a multi-source study), we predict and find evidence that the relationship between self-serving leader behavior and employees’ desire for retaliation and supervisor-directed deviance is stronger when the ethical climate is high rather than low. Moreover, we show that trust in the leader mediates these relationships.

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Titel: When Employees Retaliate Against Self-Serving Leaders: The Influence of the Ethical Climate
verfasst von: Stijn Decoster
Jeroen Stouten
Thomas M. Tripp
Publikationsdatum: 06.06.2019
Verlag: Springer Netherlands
Erschienen in: Journal of Business Ethics / Ausgabe 1/2021
Print ISSN: 0167-4544
Elektronische ISSN: 1573-0697
DOI: https://doi.org/10.1007/s10551-019-04218-4

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