Drawing on the perspective of causal reasoning and the social cognitive theory of moral thought and action, this study explores the mechanisms underlying the association between exposure to exploitative leadership and employee workplace deviance. The results of a time-lagged survey conducted in China reveal that exposure to exploitative leadership can evoke a moral justification process that leads to increased employee organizational and interpersonal deviance. A tendency toward hostile attribution bias reinforces the direct link between exploitative leadership and moral justification and (...) the indirect effects of exploitative leadership on employee organizational and interpersonal deviance, via moral justification. The theoretical and practical implications of this study are discussed and potential directions for future studies are proposed. (shrink)

Given the prevalence of employees’ workplace cheating behavior (WCB) and its cost to organizations, considerable scholarly effort has been invested in identifying both its antecedents and intrapersonal consequences. However, its interpersonal repercussions, particularly how and when WCB influences coworker relationships, remain underexplored. Our paper enriches the WCB literature by using social information processing theory to examine the effect of employee WCB on coworker disliking and subsequent coworker ostracism. Through a field survey study and experimental studies, we found that coworker disliking (...) mediates the positive relationship between WCB and coworker ostracism. Moreover, team ethical leadership strengthens the positive relationship between WCB and coworker disliking, and focal employees’ negative affectivity strengthens the positive relationship between coworker disliking and ostracism. Furthermore, team ethical leadership and focal employees’ negative affectivity strengthen the indirect effects of WCB on coworker ostracism via coworker disliking. Our findings have important theoretical and practical implications for the literature on WCB. (shrink)

Cheating is prevalent in workplaces and has a significant detrimental impact, and thus considerable scholarly research has been dedicated to investigating its antecedents. While various influential factors (e.g., performance pressure, perceived threats of COVID-19, leadership, and employee characteristics) have been identified, the effects of employment conditions remain relatively underexplored. We extend the research by applying impression management theory to examine how perceived job insecurity contributes to workplace cheating behavior. Through a field survey and an experimental study, we found that impression (...) management motives mediate the positive link between job insecurity and workplace cheating behavior. In addition, job immobility exacerbates the direct effect of job insecurity on impression management motives, which in turn increases workplace cheating behavior. The findings enrich the literature by identifying job insecurity as a critical employment-related antecedent of workplace cheating behavior and by developing a comprehensive impression management framework to elucidate whether, how, and when job insecurity may result in such behavior. (shrink)