Unethical Pro-Organizational Behavior. The Role of Loyalty in Ethical Leadership

Bachelor Thesis , 2016 , 42 Pages , Grade: 1,7

Business economics - Business Management, Corporate Governance

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.

Inhaltsverzeichnis (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
• 8. CONCLUSION
• REFERENCES

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This paper investigates the role of loyalty in ethical leadership and its influence on unethical pro-organizational behaviour. It explores how a work environment characterized by loyalty, fostered by both organizational and leader actions, can potentially encourage unethical conduct in the name of the company. The paper examines the antecedents of unethical pro-organizational behaviour, considering factors related to the organization, the leader, and the team. It also analyzes the consequences of such behaviour for the organization, the leader, and individuals involved. The paper aims to provide practical implications for ethical leadership, highlighting the importance of creating a culture of ethical conduct and fostering a balance between loyalty and moral responsibility.

• The role of loyalty in ethical leadership
• The connection between loyalty and unethical pro-organizational behaviour
• The antecedents of unethical pro-organizational behaviour
• The consequences of unethical pro-organizational behaviour
• Practical implications for ethical leadership

Zusammenfassung der Kapitel (Chapter Summaries)

The introduction sets the stage by highlighting the importance of ethical leadership and the complexities of ethical decision-making in organizational contexts. It presents scenarios that illustrate the challenges of balancing loyalty to colleagues, organizations, and broader societal values. The paper then delves into the concept of ethical leader perception, drawing on the work of Fehr, Yam, and Dang (2015), who argue that ethical leader behaviour is influenced by the moral values of individuals and organizational cultures. The paper focuses on the role of loyalty, emphasizing its significance in fostering a positive work environment but also recognizing its potential to contribute to unethical conduct.

The paper explores the antecedents of unethical pro-organizational behaviour, analyzing factors related to the organization, the leader, and the team. It examines how organizational culture, leadership styles, and team dynamics can influence individuals' decisions to engage in unethical behaviour. The paper also considers the consequences of unethical pro-organizational behaviour for the organization, the leader, and the individuals involved, highlighting the potential harm to both the organization and its stakeholders.

Schlüsselwörter (Keywords)

Ethical leadership, loyalty, unethical pro-organizational behaviour, moral identity, moralization, organization culture, leadership styles, team dynamics, consequences, implications.

• College: University of Cologne
• Grade: 1,7
• Author: Ilka Büker (Author)
• Publication Year: 2016
• Pages: 42
• Catalog Number: V337490
• ISBN (eBook): 9783668267794
• ISBN (Book): 9783668267800
• Language: English
• Tags: Business Ethics, Ethic, Pro-organizational behavior, Unethical behavior, Pro-organizational unethical behavior, leadership, loyalty, Wirtschaftsethik, Ethik, Führungskräfte, Verhalten