Given the paradoxical nature of leaders’ follower-directed prosocial rule-breaking, which simultaneously involves sincere effort to help the followers yet violates organizational norms, our work builds a theoretical model to explain employees’ psychological and behavioral reactions to this specific form of leader deviant behavior. Drawing upon social information processing theory, we propose that leaders’ follower-directed prosocial rule breaking signals different social cues and elicits followers’ simultaneously but contrasting feelings: On one hand, perceived acceptability of norm violations (for having behaved in norm-violation ways) and on the other, gratitude (for having done something helpful for the followers). In turn, perceived acceptability of norm violations motivates follower deviance, whereas gratitude motivates leader-directed helping. Results of a time-lagged multisource field survey data offer support for our hypotheses. We discuss the theoretical and managerial implications of these findings.

In recent years, there has been a large body of research examining why employees engage in unethical behavior. Scholars have made substantial progress in terms of understanding the antecedents and processes associated with unethicality. Yet, there remains an important opportunity to more systematically investigate the consequences of unethical behavior from a variety of perspectives. For observers of unethical behavior, there may be a variety of negative consequences as well as potentially unanticipated positive consequences. These effects might occur through the specific morally-relevant emotions, such as anger or vicarious shame, experienced by the observers of unethicality and their subsequent behavioral responses. Additionally, the motives of the transgressor may play an important role in shaping the reactions of others. Observers may also react differently to victims of unethical behavior based on whether the victims decide to forgive the perpetrator. Finally, to pursue ethicality in the workplace, an employee’s own ethical focus on a given day may influence how they feel and whether or not they rise to the occasion when presented with an opportunity to do the right thing. The purpose of this symposium is to deepen scholars’ understanding of the consequences of unethicality via multiple perspectives and methodologies. Are there Benefits or Detriments (or Both) to Observing Coworker Cheating Behavior? Presenter: Marie S. Mitchell; U. of North Carolina at Chapel Hill Presenter: Shubha Sharma; U. of Georgia Presenter: Mo Chen; School of Management, Harbin Institute of Technology Presenter: Mingyun Huai; Tongji U. How does Observing a Member's Unethical Behavior Influence Your Group Behavior? Intention Matters Presenter: Young Won Rhee; U. of Washington Presenter: Elizabeth Eve Umphress; U. of Washington Understanding Why Employees Cover Up Unethical Behaviors Presenter: Jenny Hejia Wang; U. of Guelph Presenter: Laurie Barclay; U. of Guelph To Forgive or to Show Integrity? Forgiveness Decreases Integrity but Increases Benevolence Presenter: Rebecca Schaumberg; The Wharton School, U. of Pennsylvania Presenter: Scott Wiltermuth; USC Presenter: Gabrielle Adams; U. of Virginia Compliant not Courageous? Paradoxical Ethical Consequences of Focusing on Values versus Compliance Presenter: Grace Ching Chi Ho; Arizona State U. Presenter: David Welsh; Arizona State U. Presenter: Michael Baer; Arizona State U. Presenter: John Bush; U. of Central Florida

现有研究聚焦于员工从事亲组织不道德行为的原因及其影响,忽视了领导从事的亲组织不道德行为会对员工工作态度产生的影响.基于情绪的认知-评价理论,本文构建了一个被调节的中介模型,探讨了领导的亲组织不道德行为对于员工耻辱感以及员工情绪枯竭的影响.通过一项对115名企业人员的实验研究以及对国内一家药品销售连锁企业的209名销售人员的三阶段问卷调查,本文的结果表明:面对领导的亲组织不道德行为,仅道德认同高的员工才会产生耻辱感,从而产生情绪枯竭.本文丰富了组织环境中领导亲组织不道德行为的后续影响机理的研究,有利于企业在进行人力资源管理实践时更好地采取措施应对亲组织不道德行为带来的负面影响.

Creativity plays a vital role in both organizational innovation and success. However, existing research on the outcomes of creativity is controversial. This study intends to explain the controversy of the current research regarding novelty and usefulness, which are two dimensions of creativity. Using a sample of 721 employees, we tested the effects of novelty and usefulness as separate dimensions on certain employee behaviors, namely innovative behavior (IB), organizational citizenship behavior (OCB), and deviant behavior (DB). The results show that usefulness plays a more significant role in deciding whether to engage in OCB and DB or not, and usefulness interacts with novelty to impact IB. We also discuss the theoretical and practical implications of this study as well as its limitations.