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How and When Leaders’ Perceptions of Team Politics Influence Justice Rule Adherence: A Moral Self-Regulation Perspective

Author

Listed:
  • Depeng Liu

    (Shandong University)

  • Mo Chen

    (Harbin Institute of Technology)

  • Isabelle Yi Ren

    (Montclair State University)

  • Xuhong Pang

    (Shanghai University of Finance and Economics)

  • Yapu Zhao

    (Nanjing University of Aeronautics and Astronautics)

Abstract

Leaders enact justice in a workplace that is often replete with various political dynamics such as goal conflicts, cliques, and differential treatments. Understanding how and when workplace politics influence leaders’ justice rule adherence is theoretically and practically important. In this paper, we conceptualize the workplace as a political arena and adopt moral self-regulation theory to explore how and when leaders’ perceptions of team politics (PTP) impact their justice rule adherence. We hypothesize that leaders’ PTP prompts them to justify subordinates-directed unjust behaviors, which in turn reduces their justice rule adherence. Furthermore, we hypothesize that leaders’ high construal level mitigates the negative effect of PTP on justice rule adherence. We conduct three studies to examine our theoretical model at both the within- and between-person levels. Results from two interval-based experience sampling studies (within-person) and one time-lagged scenario-based experiment (between-person) demonstrate consistent support for our hypotheses. We conclude by discussing the theoretical and managerial implications of our research.

Suggested Citation

  • Depeng Liu & Mo Chen & Isabelle Yi Ren & Xuhong Pang & Yapu Zhao, 2024. "How and When Leaders’ Perceptions of Team Politics Influence Justice Rule Adherence: A Moral Self-Regulation Perspective," Journal of Business Ethics, Springer, vol. 192(2), pages 385-405, June.
    • Handle: RePEc:kap:jbuset:v:192:y:2024:i:2:d:10.1007_s10551-023-05549-z
    DOI: 10.1007/s10551-023-05549-z
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    References listed on IDEAS

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    1. Marjo-Riitta Diehl & Christopher M. Bell & Marion Fortin & Mario Gollwitzer & Tessa Melkonian, 2021. "Uncharted waters of justice enactment - Venturing into the social complexity of doing justice in organizations," Post-Print hal-03404590, HAL.
    2. Jennifer Kish-Gephart & James Detert & Linda Treviño & Vicki Baker & Sean Martin, 2014. "Situational Moral Disengagement: Can the Effects of Self-Interest be Mitigated?," Journal of Business Ethics, Springer, vol. 125(2), pages 267-285, December.
    3. Alexander Newman & Huong Le & Andrea North-Samardzic & Michael Cohen, 2020. "Moral Disengagement at Work: A Review and Research Agenda," Journal of Business Ethics, Springer, vol. 167(3), pages 535-570, December.
    4. Yuntao Bai & Guohong Helen Han & P. D. Harms, 2016. "Team Conflict Mediates the Effects of Organizational Politics on Employee Performance: A Cross-Level Analysis in China," Journal of Business Ethics, Springer, vol. 139(1), pages 95-109, November.
    5. Liu, Fangzhou & Liang, Jian & Chen, Mo, 2021. "The Danger of Blindly Following: Examining the Relationship Between Authoritarian Leadership and Unethical Pro-organizational Behaviors," Management and Organization Review, Cambridge University Press, vol. 17(3), pages 524-550, July.
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