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When Supervisor Support Backfires: The Link Between Perceived Supervisor Support and Unethical Pro-supervisor Behavior

Author

Listed:
  • Shike Li

    (IE University)

  • Kriti Jain

    (IE University)

  • Konstantina Tzini

    (CUNEF)

Abstract

Perceived supervisor support is widely studied in terms of its positive outcomes. This paper, in contrast, investigates employees’ unethical pro-supervisor behavior as a negative consequence of perceived supervisor support. Drawing upon the multifoci approach of social exchange theory and the reciprocity principle, we hypothesized that perceived supervisor support can engender unethical pro-supervisor behavior via employees’ feelings of reciprocity towards the supervisor. Building on the instrumental reasons that underlie social exchanges, we further hypothesized that this mediation relationship is stronger for employees high in Machiavellianism. We collected data for three experimental studies from full-time MBA students of a European business school (Study 1: N = 72) and from U.S. working professionals (Study 2: N = 320; Study 3: N = 325), and the results provided consistent support for our proposed model. Taken together, the current study highlights the “dark side” of perceived supervisor support, in that it can lead to unethical behavior and that this effect can be accentuated by employees’ Machiavellianism.

Suggested Citation

  • 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.
    • Handle: RePEc:kap:jbuset:v:179:y:2022:i:1:d:10.1007_s10551-021-04797-1
    DOI: 10.1007/s10551-021-04797-1
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    References listed on IDEAS

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    Cited by:

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    2. 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.

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