RT Article
T1 When employees retaliate against self-serving leaders: the influence of the ethical climate
JF Journal of business ethics
VO 168
IS 1
SP 195
OP 213
A1 Decoster, Stijn
A1 Stouten, Jeroen 1979-
A1 Tripp, Thomas M.
A2 Stouten, Jeroen 1979-
A2 Tripp, Thomas M.
LA English
YR 2021
UL https://ixtheo.de/Record/1745532633
AB Leaders have been shown to sometimes act self-servingly. Yet, leaders do not act in isolation and the perceptions of the ethical climate in which leaders operate is expected to contribute to employees taking counteractive measures against their leader (that is, employees’ desire for retaliation, and supervisor-directed deviance). We contend that in an ethical climate employees feel better equipped to stand up and take retaliation measures. Moreover, we argue that this is explained by employees’ feelings of trust. In two studies using different methods (an experimental study and a multi-source study), we predict and find evidence that the relationship between self-serving leader behavior and employees’ desire for retaliation and supervisor-directed deviance is stronger when the ethical climate is high rather than low. Moreover, we show that trust in the leader mediates these relationships.
K1 Desire for retaliation
K1 Ethical Climate
K1 Self-serving leader behavior
K1 Social Exchange
K1 Social information processing theory
K1 Supervisor-directed deviance
K1 Aufsatz in Zeitschrift
DO 10.1007/s10551-019-04218-4