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Effects of Leader-Member Exchange, Organizational Identification and Leadership Communication on Unethical Pro-Organizational Behavior: A Study on Bank Employees in Turkey

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  • Ezgi Erbas Kelebek

    (Kandira Vocational School, Kocaeli University, Kocaeli 41001, Turkey)

  • Esra Alniacik

    (Faculty of Economics and Administrative Sciences, Kocaeli University, Kocaeli 41001, Turkey)

Abstract

Unethical behavior of employees threatens business development and sustainability by damaging the image and reputation of companies. Unethical pro-organizational behavior (UPB) must also be considered in this context, and its antecedents should be analyzed. This study aims to advance what is known about how leader-member exchange (LMX) and organizational identification affect employees’ intentions to perform UPB, by incorporating the effect of leadership communication. Within this context, the mediating role of organizational identification and the moderating role of leader’s message framing (gain or loss) are examined. The research sample consists of 306 employees working for state and private banks operating in Turkey. Participants were divided into two groups and message framing was manipulated with a hypothetical story using vignettes. Research hypotheses were tested by structural equation modeling (SEM) and multi-group analysis. Results confirmed positive effects of LMX and organizational identification on UPB. Organizational identification also mediated the effect of LMX on UPB. Moreover, leader’s communication style moderated the effects of LMX and organizational identification on UPB. When leaders used loss framing instead of gain framing, the effect of LMX on UPB was augmented whilst the effect of organizational identification diminished. Our study contributes to the literature by documenting how a leader’s communication style can trigger a shift towards UPB among highly identified employees. Research and managerial implications of the findings are discussed.

Suggested Citation

  • Ezgi Erbas Kelebek & Esra Alniacik, 2022. "Effects of Leader-Member Exchange, Organizational Identification and Leadership Communication on Unethical Pro-Organizational Behavior: A Study on Bank Employees in Turkey," Sustainability, MDPI, vol. 14(3), pages 1-17, January.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:3:p:1055-:d:727058
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    References listed on IDEAS

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    1. David Effelsberg & Marc Solga, 2015. "Transformational Leaders’ In-Group versus Out-Group Orientation: Testing the Link Between Leaders’ Organizational Identification, their Willingness to Engage in Unethical Pro-Organizational Behavior, ," Journal of Business Ethics, Springer, vol. 126(4), pages 581-590, February.
    2. Elizabeth E. Umphress & John B. Bingham, 2011. "When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors," Organization Science, INFORMS, vol. 22(3), pages 621-640, June.
    3. Hana Huang Johnson & Elizabeth E. Umphress, 2019. "To Help My Supervisor: Identification, Moral Identity, and Unethical Pro-supervisor Behavior," Journal of Business Ethics, Springer, vol. 159(2), pages 519-534, October.
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    Cited by:

    1. Haifeng Liu & Zibin Song & Yanbo Xu & Xing’an Xu & Jie Li, 2023. "Exploring Explanatory Mechanisms of Adjustment-Specific Resources Underlying the Relationship between Leader–Member Exchange and Work Engagement: A Lens of Conservation of Resources Theory," Sustainability, MDPI, vol. 15(2), pages 1-20, January.
    2. Yan Huang & Xin Liu & Jaehyoung Kim & Sanggyun Na, 2022. "Effects of Idiosyncratic Deals, Psychological Contract, Job Satisfaction and Environmental Turbulence on Unethical Pro-Organizational Behavior," Sustainability, MDPI, vol. 14(23), pages 1-14, November.

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