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      Why does a leader’s other-oriented perfectionism lead employees to do bad things? Examining the role of moral disengagement and moral identity

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          Abstract

          Introduction

          Moral disengagement is an essential concept in organizational behavioral ethics, as it is strongly related to employee behaviors and attitudes. What is not clear, however, is which leader traits are directly associated with employees’ moral disengagement and which are indirectly associated with unethical behavior. This study draws on a social cognitive perspective that links leaders’ other-oriented perfectionism (LOOP) with unethical employee behavior. Specifically, we propose that LOOP provides employees with excuses and encouragement to engage in unethical pro-organizational behavior (UPB).

          Methods

          We analyzed data collected from 266 full-time employees at two-time points, and used mediated and moderated structural equation models to test the hypotheses, and the findings largely support our claims.

          Results

          The results suggest that LOOP effectively promotes employees’ involvement in UPB. Moderated mediation tests suggest that the positive indirect impact of LOOP on employees’ unethical behavior via moral disengagement was attenuated by higher employees’ moral identity.

          Discussion

          In summary, the results indicate that when leaders emphasize only perfection and make unrealistic demands on their employees, the latter perceive that engaging in unethical behavior is demanded by the leader, that the responsibility is not theirs, and thus they are more willing to engage in unethical behavior. This study discusses the implications of these findings from both practical and theoretical perspectives.

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          Common method biases in behavioral research: A critical review of the literature and recommended remedies.

          Philip M Podsakoff, Scott MacKenzie, Jeong-Yeon Lee … (2003)
          Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
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            Back-Translation for Cross-Cultural Research

            R W Brislin (1970)
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              Reconsidering Baron and Kenny: Myths and Truths about Mediation Analysis

              Xinshu Zhao, John Lynch, Qimei Chen (2010)
              Article 0 comments Cited 1612 times – based on 0 reviews     Review now
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                Author and article information

                Contributors
                Feng Jiang: URI : https://loop.frontiersin.org/people/2026569/overviewRole: Role: Role: Role: Role: Role:
                Weipeng Zhang: URI : https://loop.frontiersin.org/people/2060599/overviewRole: Role: Role: Role: Role: Role:
                Hongyan Zhang: Role: Role: Role: Role: Role: Role:
                Zhe Zhang: Role: Role: Role: Role: Role:
                Journal
                Journal ID (nlm-ta): Front Psychol
                Journal ID (iso-abbrev): Front Psychol
                Journal ID (publisher-id): Front. Psychol.
                Title: Frontiers in Psychology
                Publisher: Frontiers Media S.A.
                ISSN (Electronic): 1664-1078
                Publication date (Electronic): 29 January 2024
                Publication date Collection: 2024
                Volume: 15
                Electronic Location Identifier: 1290233
                Affiliations
                [1] 1School of Business Administration, Jeonbuk National University , Jeonju, Republic of Korea
                [2] 2School of Sports Sciences, Tianjin Normal University , Tianjin, China
                [3] 3School of Business Administration, Shandong Women's University , Jinan, Shandong, China
                Author notes

                Edited by: Kathleen Otto, University of Marburg, Germany

                Reviewed by: Consuelo Martínez-Priego, Universidad Villanueva, Spain; Imran Saeed, University of Agriculture, Pakistan

                *Correspondence: Weipeng Zhang, zwp0701@ 123456naver.com
                Article
                DOI: 10.3389/fpsyg.2024.1290233
                PMC ID: 10859487
                PubMed ID: 38348248
                SO-VID: 2b8e1401-2fee-44f0-94b6-c6705c52437e
                Copyright © Copyright © 2024 Jiang, Zhang, Zhang and Zhang.
                License:

                This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.

                History
                Date received : 07 September 2023
                Date accepted : 08 January 2024
                Page count
                Figures: 2, Tables: 3, Equations: 0, References: 97, Pages: 11, Words: 9266
                Funding
                The author(s) declare that no financial support was received for the research, authorship, and/or publication of this article.
                Categories
                Subject: Psychology
                Subject: Original Research
                Custom metadata
                section-at-acceptance Organizational Psychology

                ScienceOpen disciplines: Clinical Psychology & Psychiatry
                Keywords: leadership,other-oriented perfectionism,moral disengagement,unethical pro-organizational behavior,moral identity
                Data availability:
                ScienceOpen disciplines: Clinical Psychology & Psychiatry
                Keywords: leadership, other-oriented perfectionism, moral disengagement, unethical pro-organizational behavior, moral identity

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