Why Groups Engage in Collective Deviance? The Role of Unethical Leadership

Abstract

We study a type of organizational deviant behavior that is conducted or endorsed by the whole group and for the immediate interest of whole group, which is labeled as group collective organizational deviance (OD). We develop and validate a measure of group collective OD. Drawing upon the research on collective corruption and using the theory of social learning and moral disengagement, we proposed a model that connects unethical leadership, group moral disengagement, group power distance climate, and group collective OD. Using working samples in China, we found that unethical leadership affects group collective OD via group moral disengagement and such effect is strengthened by the power distance climate of the groups.

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