Abstract
The majority of research on the antecedents of unethical pro-organizational behavior (UPB) has mainly focused on negative ethics-related variables, while ignoring positive factors that may not be related to ethics but might affect employee UPB. In this research, based on social exchange theory, we hypothesized that empowering leadership would prompt employee UPB. We argue that, driven by self-interest and positive reciprocity, empowered employees may be more willing to engage in UPB when organizations encourage self-interest for more positive treatment. Study 1 supported these hypotheses, which implied that instrumental ethical climate strengthened the link between empowering leadership and UPB. Meanwhile, role theory notes that role factors are strongly correlated with employees role stress. Thus, based on the theoretical framework of Study 1, we introduced the mediator variable — role stress and examined whether role stress was the bridge between empowering leadership and employee UPB using Study 2. The results from Study 2 showed that empowering leadership could prompt employee UPB and that the relationship was mediated by role stress. In addition, the relationship between empowering leadership and UPB was moderated by instrumental ethical climate. Furthermore, we tested the moderated mediation model, yet it was not verified. Finally, we discussed both theoretical and practical implications.
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Acknowledgements
This work has been supported by National Natural Science Foundation of China, grant number 72071124.
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This work was supported by National Natural Science Foundation of China (Grant numbers [72071124]).
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All authors contributed to the study conception and design. Material preparation, data collection and analysis were performed by Zhang Suchuan and He Huiying. The first draft of the manuscript was written by He Huiying and all authors commented on previous versions of the manuscript. All authors read and approved the final manuscript.
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Zhang, S., He, H. Examining the link between empowering leadership and unethical pro-organizational behavior: the mediating role of role stress and the moderating role of instrumental ethical climate. Curr Psychol 43, 16554–16571 (2024). https://doi.org/10.1007/s12144-023-05610-0
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DOI: https://doi.org/10.1007/s12144-023-05610-0