Consequences of validating unethical behaviors
This article examines the influence of both individual and organizational moral identity centrality on prosocial behaviors.
Furthermore, we hypothesize that the centrality of these two offer a substitute effect on these behavioral outcomes.
Drawing upon the ego depletion and moral self-regulation literatures, we examined whether self-regulatory depletion that is contingent upon the moral identity of leaders may promote unethical leadership behavior.
A laboratory experiment and a multisource field study revealed that regulatory resource depletion promotes unethical leader behaviors among leaders who are low in moral identity.
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Regression results supporting that individuals who claim centrality of moral identity and see their organizations to also embrace the centrality are more likely to engage in citizenship behaviors and less likely to commit unethical prosocial acts.