Ethical decline at work: the role of Machiavellianism and laissez-faire leadership in facilitating time theft in Chinese organizational settings

Abstract

Time theft has been a major issue in organizations that can affect performance and workplace dynamics. However, most previous studies have attributed the creation of time theft to external stimuli, overlooking the individual’s subjective initiative. This study investigates the interplay between Machiavellianism, moral disengagement, laissez-faire leadership, time theft, and gender differences within these interactions in terms of individual subjective initiatives. Data were collected from 350 employees in Chinese enterprises through a two-stage cross-sectional design and analyzed using partial least squares structural equation modeling. The findings demonstrate that Machiavellianism is positively associated with time theft (falsifying working hours and manipulating the speed of work), with moral disengagement mediating this relationship. Laissez-faire leadership intensifies the relationship between Machiavellianism and moral disengagement, thereby exacerbating time theft. Gender differences emerged, males demonstrate a stronger association between Machiavellianism and falsifying work hours. By integrating self-presentation and moral disengagement theories into organizational ethics, this research underscores the proactive influence of individual traits on unethical behavior. It further highlights the pivotal role of leadership styles in ethical decision-making, advocating for balanced leadership strategies to mitigate workplace deviance.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 4 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.