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Harnessing Transformational Leadership to Curb Unethical Pro-Group Behavior: Roles of Group Potency and Leader–Organization Fit
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DOI：10.1017/mor.2025.10111.png)
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Abstract
En 中文
Previous research mainly emphasizes relational factors that drive employees to engage in unethical behaviors to benefit their group; overlooking the role of ability-related mechanisms. However; understanding the ability-related mechanisms not only deepens our insight into unethical pro-group behaviors but also informs effective strategies for reducing such behaviors. Drawing upon social cognitive theory; we propose that employees who perceive low group potency are more likely to engage in unethical pro-group behaviors. In this regard; transformational leadership can reduce these unethical behaviors by increasing employees’ perception of group potency. Furthermore; we suggest that this effect is particularly salient when employees perceive a high leader–organization fit. We conducted an experiment and a multi-source; multi-wave field study to empirically test this theoretical model. Our research contributes to the literature on behavioral ethics and transformational leadership and provides practical implications for reducing unethical pro-group behaviors in the workplace.
Keywords:
leader–organization fit
perceived group potency
transformational leadership
unethical behavior
unethical pro-group behaviors
不道德行为
亲团队不道德行为
变革型领导
群体效能感知
领导一组织匹配
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