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Bài báo - Tạp chí
28 (2021) Trang: 379-393
Tạp chí: Journal of Leadership and Organizational Studies

This study explores the psychological mechanism underlying and the boundary conditions affecting the relationship between managersunethical pro-organizational behavior (UPB) and subordinateswillingness to engage in UPB. Drawing upon social learning and social cognitive theories, employee moral disengagement was predicted to mediate the relationship between managersUPB and employeesUPB willingness; in addition, the moderating roles of both leadermember exchange and ethical relativism were investigated within this relationship. The results, based on 29 managers and 200 subordinates in Vietnam, supported the proposed mediation model. The findings further indicated that leadermember exchange augmented the positive relationship between managersUPB and employee moral disengagement, whereas employee ethical relativism weakened the positive relationship between moral disengagement and employeesUPB willingness. By elucidating the underlying mechanism and boundary conditions, our findings offer an empirical basis for considering managersUPB as a critical antecedent to employeeswillingness to engage in UPB and also inform effective intervention approaches for organizations to constrain UPB.

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