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Unethical Pro-organizational Behavior and Positive Leader–Employee Relationships

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  • Will Bryant

    (University of Missouri – St. Louis)

  • Stephanie M. Merritt

    (University of Missouri – St. Louis)

Abstract

Unethical pro-organizational behaviors (UPB) are unethical, but prosocially-motivated, acts intended to benefit one’s organization. This study examines the extent to which employees are willing to perform UPB to benefit a liked leader. Based on social exchange theory, we hypothesized that LMX would mediate the association of interpersonal justice with UPB willingness. Moral identity and positive reciprocity beliefs were examined as moderators. Higher LMX was significantly and positively related to UPB willingness, and the indirect effect of interpersonal justice on UPB via LMX was significant and positive. These findings suggest that LMX and interpersonal justice could have a previously-unexplored dark side. Moral identity had a negative direct relationship with UPB, but it did not moderate the relationship of LMX with UPB. Thus, LMX facilitates UPB willingness even when employees are high in moral identity. LMX is associated with many positive outcomes, but our results show that high LMX may also increase willingness to perform unethical behaviors to benefit one’s leader. These results contribute to the literature by identifying a potential negative outcome associated with high LMX.

Suggested Citation

  • Will Bryant & Stephanie M. Merritt, 2021. "Unethical Pro-organizational Behavior and Positive Leader–Employee Relationships," Journal of Business Ethics, Springer, vol. 168(4), pages 777-793, February.
    • Handle: RePEc:kap:jbuset:v:168:y:2021:i:4:d:10.1007_s10551-019-04211-x
    DOI: 10.1007/s10551-019-04211-x
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    Cited by:

    1. Guanxing Xiong & Huadong Huang & Yingyi Ma & Cuiqi Liang & Haixia Wang, 2021. "Abusive Supervision and Unethical Pro-Organizational Behavior: The Mediating Role of Status Challenge and the Moderating Role of Leader–Member Exchange," SAGE Open, , vol. 11(3), pages 21582440211, August.
    2. Hildreth, John Angus D., 2024. "When loyalty binds: Examining the effectiveness of group versus personal loyalty calls on followers’ compliance with leaders’ unethical requests," Organizational Behavior and Human Decision Processes, Elsevier, vol. 181(C).
    3. Chen Tang & Ying Chen & Wu Wei & Daniel A. Newman, 2024. "Under Pressure: LMX Drives Employee Unethical Pro-organizational Behavior via Threat Appraisals," Journal of Business Ethics, Springer, vol. 195(4), pages 799-812, December.
    4. Kangmin Lee, 2023. "Leader-Member Exchange, Supervisor Identification, and Unethical Pro-Supervisor Behavior: The Mediating Role of Supervisor Identification," SAGE Open, , vol. 13(3), pages 21582440231, September.
    5. Tomasz Gigol & Katarzyna Kreczmanska-Gigol & Renata Pajewska-Kwasny, 2021. "Socially Responsible Leadership’s Impact on Stakeholder Management, Staff Job Satisfaction and Work Engagement," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 4), pages 775-805.
    6. Shi, Yujie & Mao, Jih-Yu & Guo, Li & Mu, Xinyan & Liu, Wenxing & He, Weiqun, 2024. "License for Wrongdoing: Why better relationships with leaders lead to employee unethical behavior," Journal of Business Research, Elsevier, vol. 172(C).
    7. Shike Li & Kriti Jain & Konstantina Tzini, 2022. "When Supervisor Support Backfires: The Link Between Perceived Supervisor Support and Unethical Pro-supervisor Behavior," Journal of Business Ethics, Springer, vol. 179(1), pages 133-151, August.

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