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From empowerment to ethical blind spots: A dual-value pathway to unethical pro-organisational behaviour via task value and self-worth

https://doi.org/10.2139/ssrn.6962369
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Outgoing claims: the papers this work cites, builds on, or argues with.

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To Empower or Not to Empower Your Sales Force? An Empirical Examination of the Influence of Leadership Empowerment Behavior on Customer Satisfaction and Performance.
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Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior.
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Bayesian structural equation modeling: A more flexible representation of substantive theory.
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Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior.
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The hidden dark side of empowering leadership: The moderating role of hindrance stressors in explaining when empowering employees can promote moral disengagement and unethical pro-organizational behavior.
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Selective Moral Disengagement in the Exercise of Moral Agency
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When to use and how to report the results of PLS-SEM
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Ethical leadership and employee unethical pro-organizational behavior: a moderated mediation model of moral disengagement and coworker ethical behavior
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LOYAL FROM DAY ONE: BIODATA, ORGANIZATIONAL IDENTIFICATION, AND TURNOVER AMONG NEWCOMERS
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WHY EMPLOYEES DO BAD THINGS: MORAL DISENGAGEMENT AND UNETHICAL ORGANIZATIONAL BEHAVIOR
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A Critical Review and Best‐Practice Recommendations for Control Variable Usage
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inferredcites →https://doi.org/10.1207/s15327957pspr0303_3openalex-snapshot
Moral Disengagement in the Perpetration of Inhumanities
inferredcites →https://doi.org/10.1287/orsc.1100.0559openalex-snapshot
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The Association between Perceived Bottom-Line Mentality and Unethical Pro-organizational Behavior - Moderating Role of Perceived Leader Integrity Capacity and Mediating Role of Moral Disengagement -
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GOAL SETTING AS A MOTIVATOR OF UNETHICAL BEHAVIOR.
inferredcites →https://doi.org/10.2307/256287openalex-snapshot
PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.
inferredcites →https://doi.org/10.2307/256437openalex-snapshot
ORGANIZATION-BASED SELF-ESTEEM: CONSTRUCT DEFINITION, MEASUREMENT, AND VALIDATION.
inferredcites →https://doi.org/10.2307/256874openalex-snapshot
BEYOND SELF-MANAGEMENT: ANTECEDENTS AND CONSEQUENCES OF TEAM EMPOWERMENT.
inferredcites →https://doi.org/10.2307/258189openalex-snapshot
Social Identity Theory and the Organization
inferredcites →https://doi.org/10.25300/misq/2015/39.2.02openalex-snapshot
Consistent Partial Least Squares Path Modeling1
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G*Power 3: A flexible statistical power analysis program for the social, behavioral, and biomedical sciences
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The Role of Leaders in Influencing Unethical Behavior in the Workplace
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Empowering Leadership in Management Teams: Effects on Knowledge Sharing, Efficacy, And Performance
inferredcites →https://doi.org/10.5465/amj.2010.48037118openalex-snapshot
Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement
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Relational Job Design and the Motivation to Make a Prosocial Difference
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Is What’s Past Prologue? A Review and Agenda for Contemporary Employability Research
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