MSOL-5102 v5

Niu, Chechens; Liang, FU; Meng, Xiangxiang; Liu, Yao Ocean (2020). The inverted U-shaped relationship between authentic leadership and unethical pro-organizational behavior. Social Behavior & Personality: An International Journal, 48(11), 1-12.
The results of this study of 229 participants reflected that authentic leadership influenced employees’ unethical pro-organizational behavior, producing an inverted U-shaped relationship that was moderated to organizational identification.

Cialdini, R.; Li, Yexin Jessica; Samper, Adriana; Wellman, Ned (2021). How bad apples promote bad barrels: Unethical leader behavior and the selective attrition effect. Journal of Business Ethics, 168 (4), 861-880.
The authors presented a theoretical rationale and supporting studies showing how unethical leader behavior fosters an unethical climate within workgroups.

Asnakew, Zelek Siraye; Mekonen, Yibeltal Elias (2019). Unethical leadership and followers’ deviance: The mediating role of perception of politics and injustice. The Journal of Values-Based Leadership, 12(1), p. 165, 17 p.
Unethical leadership behavior increases followers and deviance by increasing the perception of injustice and politics in organizations. Multiple regression confirmed the relationship between unethical leadership behavior and followers.

Javid, Muhammad Fahad; Raoff, Rabeeya; Farooq, Mariam; Arshad, Muhammad (2020). Unethical leadership and crimes of obedience: A moral awareness perspective. Global Business & Organizational Excellence, 39(5), 18-25.
This study underscored that an employee’s passive response to unethical requests from an unethical leader could pose a significant threat. Unethical leadership was also shown to positively influence the tendency for employees to commit crimes of obedience.

Mesdaghinia, Salar; Rawat, Anushri; Nadavulakere, Shiva. (2019). Why moral followers quit: Examining the role of leader bottom-line mentality and unethical pro-leader behavior. Journal of Business Ethics, 159(2), 491-505.
Two drawbacks of single-minded bottom-line focused leaders were that 1) leader power over followers promotes unethical pro-leader behavior, and 2) based on cognitive dissonance theory, unethical pro-leader behavior increased turnover intention among employees with a strong moral identity.

Ramish, S., & Ehsan, Z. (2024 ). Corporate social responsibility initiatives in private institutes of higher learning: opportunities, challenges, and implications. 2024 ASU International Conference in Emerging Technologies for Sustainability and Intelligent Systems (ICETSIS), Emerging Technologies for Sustainability and Intelligent Systems (ICETSIS), 2024 ASU International Conference In, 1495–1501.