RT Article
T1 The Effect of Leadership Style, Framing, and Promotion Regulatory Focus on Unethical Pro-Organizational Behavior
JF Journal of business ethics
VO 126
IS 3
SP 423
OP 436
A1 Graham, Katrina A.
A1 Ziegert, Jonathan C.
A1 Capitano, Johnna
LA English
PB Springer Science + Business Media B. V
YR 2015
UL https://www.ixtheo.de/Record/1785653040
AB The goal of this paper is to examine the impact of leadership and promotion regulatory focus on employees’ willingness to engage in unethical pro-organizational behavior (UPB; Umphress and Bingham, J Appl. Psychol 95:769–780, 2011). Building from a person–situation interactionist perspective, we investigate the interaction of leadership style and how leaders frame messages, as well as test a three-way interaction with promotion focus. Using an experimental design, we found that inspirational and charismatic transformational leaders elicited higher levels of UPB than transactional leaders when the leaders used loss framing, but not gain framing. Furthermore, followers’ promotion regulatory focus moderated this relationship such that the effect held for followers with low promotion focus, but not for individuals with high promotion focus. Our findings extend the understanding of UPB, offer theoretical mechanisms to explain when this behavior occurs, and contribute to leadership theory and research on ethical decision making.
K1 Unethical pro-organizational behavior
K1 Promotion regulatory focus
K1 Transformational Leadership
K1 Transactional leadership
K1 Framing
DO 10.1007/s10551-013-1952-3