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How Bad Apples Promote Bad Barrels: Unethical Leader Behavior and the Selective Attrition Effect

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Abstract

We present a theoretical rationale and supporting studies revealing how unethical leader behavior fosters an unethical climate within workgroups that increases member turnover intentions and malfeasance. Drawing on the attraction–selection–attrition model of organizational behavior, we propose a selective attrition effect whereby unethical leader behavior results in the retention of group members who are more comfortable with dishonesty and, consequently, more likely to engage in unethical behavior toward their group. In two experiments, exposure to unethical leader behavior (vs. ethical leader behavior) increased group members’ likelihood of choosing to leave the group. Members who chose to remain in a group with an unethical leader were more likely than those who chose to leave to cheat their group in a subsequent task. A two time-period survey replicated these findings and identified psychological distress as the mechanism driving group members’ turnover intentions. This research extends our understanding of the complex relationships between unethical leadership and follower turnover intentions, psychological distress, and malfeasance. We contribute to the behavioral ethics literature by identifying a previously underappreciated form of selective attrition that produces internal costs to groups and organizations, independent of reputational consequences and whether the unethicality is publicized.

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Authors and Affiliations

  1. Departments of Psychology and Marketing, Arizona State University, Tempe, AZ, 85287, USA

    Robert Cialdini

  2. Marketing Area, School of Business, The University of Kansas, Lawrence, KS, 66045, USA

    Yexin Jessica Li

  3. Department of Marketing, W. P. Carey School of Business, Arizona State University, Tempe, AZ, 85287, USA

    Adriana Samper

  4. Department of Management and Entrepreneurship, W. P. Carey School of Business, Arizona State University, Tempe, AZ, 85287, USA

    Ned Wellman

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  1. Robert Cialdini
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Correspondence to Yexin Jessica Li.

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Appendix 1: Anagram Performance Pretest Method and Results

Appendix 1: Anagram Performance Pretest Method and Results

In Studies 1 and 2, we present participants with an anagram task in which they have the opportunity to cheat. However, to assure participants that any cheating would be undetectable by the experimenter, we did not record actual performance. As such, we ran a short pretest with the same instructions and incentives used in Study 2, except without any opportunity to cheat, since no answer key was provided.

Procedure

Undergraduate business students from the same population as Study 2 (N = 41; 18 male) participated in a short pretest for partial course credit. Participants were presented with a set of 36 anagrams (see below) and were told that they would be competing with other individuals in the session to solve as many anagrams as possible. The incentive and instructions were identical to Study 2. Specifically, participants were told they had 1 min to solve as many anagrams as they could, and that they would get one lottery ticket for each anagram solved correctly. These tickets would be placed into a drawing for $100.

Results

Results of the pretest revealed that participants completed an average of 3.17 anagrams in 1 min, with a standard deviation of 2.46.

Anagrams presented:

  1. 1.

    HTCOL

  2. 2.

    ODVK

  3. 3.

    LAPNT

  4. 4.

    HMCTA

  5. 5.

    EYHNA

  6. 6.

    HUGOC

  7. 7.

    BCMUR

  8. 8.

    EMCNI

  9. 9.

    KBCIR

  10. 10.

    LAWTZ

  11. 11.

    PTILU

  12. 12.

    KWCER

  13. 13.

    CNULE

  14. 14.

    AHSWL

  15. 15.

    YRBGU

  16. 16.

    DWLRO

  17. 17.

    OBJNA

  18. 18.

    MAUBL

  19. 19.

    BTMUH

  20. 20.

    NAORP

  21. 21.

    AUGRD

  22. 22.

    NCIBA

  23. 23.

    XIMER

  24. 24.

    EKFIN

  25. 25.

    ARTMP

  26. 26.

    EPORA

  27. 27.

    DHNUO

  28. 28.

    FSRAC

  29. 29.

    HMTUO

  30. 30.

    DCLIH

  31. 31.

    HLCNU

  32. 32.

    RLEVO

  33. 33.

    HGPAR

  34. 34.

    KNALE

  35. 35.

    TPOLI

  36. 36.

    EPNUR

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Cialdini, R., Li, Y.J., Samper, A. et al. How Bad Apples Promote Bad Barrels: Unethical Leader Behavior and the Selective Attrition Effect. J Bus Ethics 168, 861–880 (2021). https://doi.org/10.1007/s10551-019-04252-2

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