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The Danger of Blindly Following: Examining the Relationship Between Authoritarian Leadership and Unethical Pro-organizational Behaviors
16 references·3 citing·38 second hop
The Danger of Blindly Following: Examining the Relationship Between Authoritarian Leadership and Unethical Pro-organizational Behaviors (2021)The Danger of Blindly Following: Examinin…Moral Disengagement: How People Do Harm and Live with Themselves (2015)Moral Disengagement: How Peop…WHY EMPLOYEES DO BAD THINGS: MORAL DISENGAGEMENT AND UNETHICAL ORGANIZATIONAL BEHAVIOR (2012)WHY EMPLOYEES DO BAD THINGS: …Identifying careless responses in survey data. (2012)Identifying careless response…When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors (2010)When Employees Do Bad Things …Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior. (2010)Unethical behavior in the nam…Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work. (2010)Bad apples, bad cases, and ba…Moral disengagement in ethical decision making: A study of antecedents and outcomes. (2008)Moral disengagement in ethica…Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations (2004)Paternalistic leadership and …A Cultural Analysis of Paternalistic Leadership in Chinese Organizations (2000)A Cultural Analysis of Patern…Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior (1998)Managers as Initiators of Tru…The handbook of Chinese psychology (1996)The handbook of Chinese psych…Mechanisms of moral disengagement in the exercise of moral agency. (1996)Mechanisms of moral disengage…Cultures and Organizations: Software of the Mind. (1993)Cultures and Organizations: S…Cultures and organizations: software of the mind (1992)Cultures and organizations: s…Ethical Decision Making in Organizations: A Person-Situation Interactionist Model (1986)Ethical Decision Making in Or…Translation and content analysis of oral and written materials (1980)Translation and content analy…Unpacking the Paradoxical Impact of Ethical Leadership on Employees’ Unethical Pro-Organizational Behavior: The Interplay of Employees’ Psychological Capital and Moral Identity (2024)Unpacking the Paradoxical Imp…Impact of Leadership on Unethical Pro-Organizational Behavior: A Systematic Literature Review and Future Research Directions (2024)Impact of Leadership on Uneth…A systematic literature review and bibliometric analysis of leadership influence on employee unethical pro-organisational behaviour (2024)A systematic literature revie…The Presentation of Self in Everyday Life. 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References

  • 1993Cultures and Organizations: Software of the Mind.17,690 cited
  • 2012Identifying careless responses in survey data.3,840 cited
  • 1992Cultures and organizations: software of the mind3,674 cited
  • 1980Translation and content analysis of oral and written materials3,570 cited
  • 1986Ethical Decision Making in Organizations: A Person-Situation Interactionist Model3,414 cited
  • 1996The handbook of Chinese psychology1,923 cited
  • 2010Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work.1,688 cited
  • 1998Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior1,653 cited
  • 1996Mechanisms of moral disengagement in the exercise of moral agency.1,523 cited
  • 2008Moral disengagement in ethical decision making: A study of antecedents and outcomes.1,327 cited
  • 2012WHY EMPLOYEES DO BAD THINGS: MORAL DISENGAGEMENT AND UNETHICAL ORGANIZATIONAL BEHAVIOR1,159 cited
  • 2000A Cultural Analysis of Paternalistic Leadership in Chinese Organizations1,046 cited
  • 2004Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations947 cited
  • 2010Unethical 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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871 cited
  • 2015Moral Disengagement: How People Do Harm and Live with Themselves753 cited
  • 2010When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors733 cited
  • Cited by

    • 2024Impact of Leadership on Unethical Pro-Organizational Behavior: A Systematic Literature Review and Future Research Directions26 cited
    • 2024A systematic literature review and bibliometric analysis of leadership influence on employee unethical pro-organisational behaviour15 cited
    • 2024Unpacking the Paradoxical Impact of Ethical Leadership on Employees’ Unethical Pro-Organizational Behavior: The Interplay of Employees’ Psychological Capital and Moral Identity11 cited