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Moral attentiveness as a boundary condition: Servant leadership and the impact of supervisor affiliation on pro‐group unethical behavior

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  • Yang Ouyang
  • Yuanmei (Elly) Qu
  • Hua Hu
  • Mengxi Yang

Abstract

Based on social exchange theory, this research aims to develop and test a model in which supervisor affiliation mediates the impact of servant leadership on employees’ pro‐group unethical behavior a highly competitive intergroup environment. Using a sample of 239 employees from 39 groups in four foreign‐owned engineering enterprises, we found that supervisor affiliation mediated the positive relationship between servant leadership and employees’ pro‐group unethical behavior. Our results also revealed that employees’ moral attentiveness weakened the positive impact of supervisor affiliation on pro‐group unethical behavior. The current study contributes to business ethics research by advancing our understanding of antecedents of pro‐group unethical behavior as well as how servant leadership leads to employees’ unethical behaviors. Implications for theory, practice, and directions for future research are discussed.

Suggested Citation

  • Yang Ouyang & Yuanmei (Elly) Qu & Hua Hu & Mengxi Yang, 2022. "Moral attentiveness as a boundary condition: Servant leadership and the impact of supervisor affiliation on pro‐group unethical behavior," Business Ethics, the Environment & Responsibility, John Wiley & Sons, Ltd., vol. 31(2), pages 577-588, April.
    • Handle: RePEc:wly:buseth:v:31:y:2022:i:2:p:577-588
    DOI: 10.1111/beer.12422
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