Leaders act as mediators between an organization and its employees. They are agents of the organization and have a role model function for their followers. Since leaders play a significant role in motivating ethical behaviour of their subordinates, most scholars have focused on the consequences of leader behaviour on their followers. However, it is more complex and therefore ethical behaviour should be determined in a first step.
Imagine a situation in which someone detects a colleague hiding information about the environmental pollution of a new production process. Is it ethically right to collaborate and be loyal to the colleagues and protect the entire organization? Or is it ethically right to tell the truth to supervisors or the public to protect the environment and a larger society? What about a situation in which someone observes a co-worker manipulating sales numbers that are necessary to achieve group targets? Is it ethically right to collaborate and maintain silence? Or is it ethically right to tell the truth even though group objectives cannot be achieved by being honest? What, if jobs are related to achievement of objects and are possibly cut in case of not obtaining these targets? Imagine a situation in which someone withholds relevant information about a customer to other members of the organization who do not work on the same team. Is it ethically right to deprive these information in order to give an edge to the in-group? Or is it ethically right to share those details across all colleagues who hold a stake in order to improve the overall performance?
What is perceived as ethically right, wrong or desirable differs across cultures, organizations, individuals and situations. In contrast to the leader perspective of previous scholars and considering those differences Fehr, Yam and Dang took a follower-centric perspective on ethical leadership. Within their novel conceptualization of ethical leader perception moralized leader behaviour can entail value consistent behaviour, depending on what is morally relevant to an individual and the organizational culture. If ethical leader behaviour is subject to moral values of an individual or of the organization, it depends on either the organization and the leader’s behaviour or the moral identity of a follower and the leader’s behaviour, if this behaviour is perceived as ethically right or desirable.
Table of Contents
- 1. Introduction
- 2. Ethical Leadership in Literature
- 3. Morality and the Construction of Ethical Leader Perception
- 3.1 The conceptualisation of a moral identity
- 3.2 The process of moralization
- 4. Pro-Organizational Behaviour as a Result of Moralized Leader Behaviour
- 4.1 The Sanctity/Degradation moral foundation
- 4.2 The Loyalty/Betrayal moral foundation
- 4.3 The role of loyalty
- 4.3.1 Loyalty in leadership
- 4.3.2 Loyalty in organizations
- 4.3.3 Loyalty in teams
- 4.4 Pro-organizational behaviour
- 5. Definition and Antecedents of Unethical Pro-Organizational Behaviour
- 5.1 Definition of unethical pro-organizational behaviour
- 5.2 Antecedents of unethical pro-organizational behaviour
- 5.2.1 Organization
- 5.2.2 Leader
- 5.2.3 Team
- 6. Consequences of Unethical Pro-Organizational Behaviour
- 6.1 Consequences for an organization
- 6.2 Consequences for a leader
- 6.3 Consequences for a team
- 7. Implications for Ethical Leadership
Objectives and Key Themes
This paper investigates the role of loyalty in ethical leadership and its influence on unethical pro-organizational behavior. It examines how a work environment emphasizing loyalty, fostered by organizational culture and leadership, might encourage employees to engage in actions that benefit the organization but violate ethical norms. The study considers the perspectives of the organization, the leader, and the team in understanding the antecedents of unethical pro-organizational behavior, drawing on existing literature and empirical research on corruption in collaborative settings.
- The role of loyalty in ethical leadership
- The definition and antecedents of unethical pro-organizational behavior
- The consequences of unethical pro-organizational behavior for organizations, leaders, and teams
- The impact of organizational culture and leadership styles on ethical decision-making
- Implications for fostering ethical leadership and preventing unethical pro-organizational behavior
Chapter Summaries
1. Introduction: This introductory chapter sets the stage by exploring the complex relationship between ethical leadership, organizational loyalty, and the potential for unethical behavior. It presents several hypothetical scenarios illustrating the ethical dilemmas faced by employees who must balance loyalty to colleagues and the organization with the need to uphold ethical standards, emphasizing the cultural, organizational, and individual factors that influence perceptions of ethical conduct. The chapter introduces the concept of unethical pro-organizational behavior and highlights the importance of understanding its underlying causes and consequences. It also previews the research question guiding the paper: Does a loyalty-driven work environment encourage unethical pro-organizational behavior?
2. Ethical Leadership in Literature: This chapter provides a review of existing literature on ethical leadership. It examines different theoretical frameworks and empirical findings related to ethical leadership, setting the foundation for a deeper understanding of the concepts and their application within organizational contexts. The chapter reviews past studies and highlights any relevant gaps or inconsistencies in the existing body of knowledge to justify the need for additional research in the area of ethical leadership, particularly its connections to unethical pro-organizational behaviour and the role of loyalty. This section serves as the groundwork to introduce the more complex themes of the subsequent chapters.
3. Morality and the Construction of Ethical Leader Perception: This chapter delves into the concept of morality and how it shapes the perception of ethical leadership. It explores the conceptualization of moral identity and the process of moralization, examining how individual values and organizational culture interact to influence perceptions of ethical behavior. This provides the framework for understanding how an individual's moral identity influences their interpretation of leadership actions and the subsequent behaviors they exhibit. Through this, the chapter establishes the crucial link between individual morality and the interpretation of leadership ethics, setting the stage for understanding motivations behind pro-organizational behaviors.
4. Pro-Organizational Behaviour as a Result of Moralized Leader Behaviour: This chapter examines the relationship between moralized leader behavior and pro-organizational behavior. It explores the role of specific moral foundations—sanctity/degradation and loyalty/betrayal—in shaping employee perceptions and actions. The discussion extensively examines the significance of loyalty as a moral foundation, analyzing its impact on leadership, organizational dynamics, and team interactions. By explaining the different facets of loyalty, it links the concept to the potential for unethical pro-organizational behavior. The chapter concludes by defining pro-organizational behavior and lays the groundwork for understanding how loyalty can lead to both ethical and unethical behaviors.
5. Definition and Antecedents of Unethical Pro-Organizational Behaviour: This chapter formally defines unethical pro-organizational behavior (UPB) and then investigates the factors that contribute to it. It systematically analyzes the role of organizational culture, leadership styles, and team dynamics in shaping employee behavior and promoting UPB. This section also introduces and analyzes the significance of the empirical study by Weisel & Shalvi (2015) on the origins of corrupt behavior in teams, providing a relevant framework for understanding UPB in business contexts. The chapter identifies key antecedents of UPB, laying the foundation for understanding the underlying mechanisms that lead to its occurrence.
6. Consequences of Unethical Pro-Organizational Behaviour: This chapter explores the various consequences of unethical pro-organizational behavior for different stakeholders. It examines the impact of UPB on the organization, the leader, and the team members involved. Each of these consequences is analyzed in detail, highlighting the potential for reputational damage, legal repercussions, and diminished employee morale and trust. It provides a realistic picture of the negative ramifications associated with UPB, emphasizing the importance of preventive measures and ethical leadership.
7. Implications for Ethical Leadership: This chapter discusses the practical implications of the findings for ethical leadership development and organizational practice. It offers recommendations for fostering ethical decision-making within organizations and preventing unethical pro-organizational behavior. This chapter integrates the preceding discussions into a set of actionable recommendations aimed at improving the ethical standards within organizations and preventing situations where loyalty compromises ethics.
Keywords
Ethical leadership, organizational loyalty, unethical pro-organizational behavior, moral identity, moral foundations, team dynamics, organizational culture, corruption, whistle-blowing.
Frequently Asked Questions: A Comprehensive Language Preview
What is the overall topic of this document?
This document is a comprehensive language preview of a paper investigating the complex interplay between ethical leadership, organizational loyalty, and unethical pro-organizational behavior (UPB). It explores how loyalty, fostered by organizational culture and leadership, can inadvertently encourage employees to engage in actions that benefit the organization but violate ethical norms.
What are the key themes explored in this paper?
The key themes include the role of loyalty in ethical leadership, the definition and antecedents of UPB, the consequences of UPB for organizations, leaders, and teams, the impact of organizational culture and leadership styles on ethical decision-making, and implications for fostering ethical leadership and preventing UPB. The document also examines the moral foundations (sanctity/degradation and loyalty/betrayal) influencing these behaviors.
What is the structure of the paper?
The paper is structured into seven chapters: 1. Introduction; 2. Ethical Leadership in Literature; 3. Morality and the Construction of Ethical Leader Perception; 4. Pro-Organizational Behaviour as a Result of Moralized Leader Behaviour; 5. Definition and Antecedents of Unethical Pro-Organizational Behaviour; 6. Consequences of Unethical Pro-Organizational Behaviour; and 7. Implications for Ethical Leadership. Each chapter is summarized within the preview.
How does the paper define unethical pro-organizational behavior (UPB)?
The paper formally defines UPB in Chapter 5, analyzing its antecedents (organizational culture, leadership styles, and team dynamics) and drawing on existing research, particularly Weisel & Shalvi (2015) on corruption in teams. It examines how organizational and leadership contexts can inadvertently encourage this type of behavior.
What are the consequences of UPB discussed in the paper?
Chapter 6 explores the consequences of UPB for organizations (reputational damage, legal repercussions), leaders (loss of credibility, sanctions), and teams (diminished morale, trust issues). The potential negative ramifications are analyzed in detail.
What is the role of loyalty in ethical leadership, according to this preview?
The paper investigates how a loyalty-driven work environment, influenced by organizational culture and leadership, can encourage employees to engage in actions that benefit the organization, even if ethically questionable. It analyzes loyalty as a moral foundation and its impact on leadership, organizational dynamics, and team interactions.
What are the implications for ethical leadership discussed in the preview?
The final chapter (Chapter 7) provides recommendations for fostering ethical decision-making and preventing UPB, integrating the findings into actionable steps for improving ethical standards within organizations and preventing situations where loyalty compromises ethics. This involves promoting ethical leadership development and changing organizational practices.
What are the key words associated with this research?
Key words include: Ethical leadership, organizational loyalty, unethical pro-organizational behavior, moral identity, moral foundations, team dynamics, organizational culture, corruption, whistle-blowing.
What is the research question guiding the paper?
The central research question is: Does a loyalty-driven work environment encourage unethical pro-organizational behavior?
What theoretical frameworks are used in this paper?
The paper draws on existing literature on ethical leadership, exploring different theoretical frameworks and empirical findings related to ethical leadership, moral identity, moral foundations theory, and the dynamics of team behavior. Specific frameworks are explored in detail within the chapters.
- Citar trabajo
- Ilka Büker (Autor), 2016, Unethical Pro-Organizational Behavior. The Role of Loyalty in Ethical Leadership, Múnich, GRIN Verlag, https://www.grin.com/document/337490
