Social desirability bias (SDB) is one of the main concerns in self-reported studies that measures explicit attitudes such as ethics research. Although SDB was introduced since the early 1950s, little effort has been made to understand the necessity of including an SDB scale in studies of sensitive topics such as ethics. The purpose of this paper was to (1) identify whether current ethics-related studies considered SDB when conducting their research and (2) ascertain whether SDB was a significant variable in such (...) studies. This investigation takes the form of a systematic review of articles published within the last 20 years in well-known business ethics journals (2000–2019). We found that (a) only 13.67% of ethics research measured SDB; (b) although the majority of the reviewed articles were from the West, researchers in Asia have also made significant progress in recent years in measuring SDB in their studies; (c) SDB was used mainly as a control variable and as such researchers preferred scales with fewer items; and (d) SDB was unavoidable even when using online surveys. Based on our findings, we attempt to provide an overview of SDB in ethics research and encourage ethics researchers who adopt self-reported surveys to include an SDB measurement in their studies to control SDB. (shrink)

Whilst the academic literature on leadership has identified authenticity as an important leadership attribute, few studies have examined how authentic leadership is evaluated in naturally occurring discourse. This article explores how authentic leadership was characterised and evaluated in the discourse of the British press during the 2015 Labour Party leadership election—won, against the odds, by veteran left-winger Jeremy Corbyn. Using membership categorisation analysis, we show that the media discourse about authentic leadership was both ambiguous and ambivalent. In their representation of (...) authentic leadership, we found that a discourse of ‘ethical’ leadership was played out in tension with a discourse of ‘effective’ leadership. We propose that this complex and contradictory discursive landscape is also relevant in business contexts where ‘ethical’ leaders are subjected to praise for their virtues but also criticism for their ineffectiveness. Future research could usefully study how ‘ethical’ leaders in different settings can be subject to competing evaluations when their ethical values are discursively contrasted to expectations concerning what it takes to be an ‘effective’ leader. (shrink)

This article uncovers an important yet overlooked antecedent of brand ethicality that lies beyond the predominant focus on environmental and social actions in the literature: perceived brand authenticity. Perceived authenticity and brand ethicality strongly drive consumer decision making, but the link between the two has not been closely scrutinized. This article examines how two types of authenticity cues differently influence consumers’ perceptions of brand ethicality. Across five studies and four different product categories, the findings show that indexical authenticity cues lead (...) to greater perceived brand ethicality than iconic authenticity cues. The underlying mechanism is that indexical authenticity cues prompt people to perceive that a product is made with more effort; this increases their perception that it is crafted with love, which then enhances their perception of brand ethicality. The findings also indicate that lower perceived brand ethicality when using iconic authentic cues can be offset by the notion that developing the product involved intense effort. (shrink)

Research suggests a direct negative relationship between peers’ unethical behavior and employees’ ethical intention. But several possible mechanisms might explain this relationship in more detail. For example, Machiavellianism is a personality trait characterized by interpersonal manipulation and the use of unethical means to achieve certain self‐interested ends, whether useful or pleasant. This article adopts an Aristotelian understanding of philia, related to three goods on which human relationships rest: useful, pleasant, and honest. We propose that Machiavellianism, a self‐interested, pragmatic personality orientation, (...) might explicate the relationship between peers’ unethical behavior and ethical intention. The results of a structural equation model applied to a sample of 436 banking employees in Spain reveals that Machiavellianism partially mediates the relationship between peers’ unethical behavior and employees’ ethical intention. We also find that with a greater level of peers’ unethical behavior, the negative effect of Machiavellianism on ethical intention increases, and that when peers’ unethical behavior is nonexistent, the negative effect of Machiavellianism on ethical intention disappears. These findings advance current literature by revealing that unethical peers can indirectly influence ethical intention, through shaping Machiavellianism. Our study is also the first to show that pairing high Machiavellians with ethical peers can help to cancel out the negative influence of Machiavellianism on ethical intention. (shrink)

Drawing on implicit leadership theory and the mindfulness literature, we propose that perceived authentic leadership mediates the relationship between follower mindfulness and follower well-being. Leader mindfulness plays a moderating role in this process. We validated these hypotheses with the two-wave data from 56 leaders and 275 followers in two private enterprises located in China. We used Mplus 8.0 to test our hypotheses. Consistent with our hypotheses, the results showed that perceived authentic leadership mediated the positive relationship between follower mindfulness and (...) follower well-being. Higher leader mindfulness enhanced the effect of follower mindfulness on perceived authentic leadership, and also strengthened the indirect effect of follower mindfulness on follower well-being via perceived authentic leadership. The theoretical and managerial implications are further discussed in the light of these findings. (shrink)

Although there is consensus that authentic leaders act according to their true values, we have no empirical evidence of what specific values authentic leaders have. While traditional leadership approaches place power at the core of leadership, authentic leadership scholars would argue that benevolence is the value that is central to effective authentic leadership. To date, the questions about whether and when authentic leaders with high power values promote or hurt followers’ performance have not been investigated. Ostensibly, authentic leaders with high (...) power values seem to represent the dark side of authentic leadership. In this paper, we develop a theoretical model and empirically investigate the role that leaders’ power values play in the functioning of authentic leadership. We also test the assumption that authentic leaders with high benevolence values promote followers’ performance. Based on our multilevel analyses of 477 employees in 72 teams, we found that authentic leaders with prominent power values could foster followers’ performance, only when followers’ perceived value congruence was low. Authentic leaders with high benevolence values, however, cultivated followers’ performance unconditionally, regardless of perceived value congruence levels. (shrink)

Researchers have emphasized the value of authenticity, but not much is known about what makes a person authentic in the eyes of others. Our research takes an interpersonal perspective to examine the determinants of followers’ perceptions of leader authenticity. Building on social identity theory, we propose that two fundamental self-identifications–a leader’s sense of uniqueness and sense of belongingness–interact to influence followers’ perceptions of a leader’s authenticity via perceptions of a leader’s self-concept consistency. In a field study conducted among leader–follower dyads (...) and in a controlled laboratory experiment, we find that when a leader feels a low sense of belongingness, there is a positive relationship between a leader’s sense of uniqueness and perceptions of leader authenticity. When a leader feels a low sense of uniqueness, there is a positive relationship between a leader’s sense of belongingness and perceptions of leader authenticity. This is because followers perceive this leader as having high self-concept consistency. (shrink)

Existing research on leader humility primarily demonstrates its positive effects. This study challenges this view by proposing the potential negative effects of leader humility on followers’ behaviors. Furthermore, this paper employs the person-situation interactionist perspective to extend the research on integrating followers’ personality traits and leader humility. Specifically, this study proposed that leader humility triggers their followers’ sense of power; moreover, this study wagers that whether followers’ sense of power encourages self-interested or prosocial behavior in followers depends on their particular (...) Machiavellian traits. The theoretical model was tested using the time-lagged supervisor–subordinate matched data obtained. Our findings revealed that follower Machiavellianism fosters the relationship between a sense of power and self-interested behavior but it weakens the relationship between a sense of power and prosocial behavior. Thus, this study provides a better understanding regarding the effect of follower personality and leader humility on follower behavioral reactions. (shrink)

Machiavellianism is a popular construct in research on ethics and organizational behavior. This research has demonstrated that Machiavellianism predicts a host of counterproductive, deviant, and unethical behaviors. However, individuals high in Machiavellianism also adapt to their organizational surroundings, engaging in unethical behavior only in certain situations. Nevertheless, the utility of Machiavellianism has been questioned. Meta-analyses have demonstrated that psychopathy out-predicts Machiavellianism for most antisocial outcomes. Thus, many researchers assume Machiavellianism is a derivative and redundant construct. However, researchers examining the utility (...) of Machiavellianism may be asking the wrong question about how Machiavellianism is unique. In our review, we find it less informative to ask about what antisocial behaviors Machiavellianism predicts. Instead, we find it more informative to ask when Machiavellianism predicts antisocial behaviors. Drawing on Field Theory and Trait Activation Theory, we argue that Machiavellianism is a trait that is associated with person × environment interactions. Their adaptive nature is made possible through the presence of impulse control and environmental sensitivity to punishment, two characteristics that individuals high in psychopathy lack. Consequently, individuals high in Machiavellianism constrain their antisocial behavior to environments when the benefits outweigh the costs. Thus, environmental context, especially the risk of external punishment, moderates Machiavellian misbehavior more than it does for those high in psychopathy. These behavioral constraints align with Lewin’s argument that behavior is a function of the person, environment, and interaction between the two. From this discussion, we arrive at recommendations pertaining to the future of Machiavellianism research in organizational and other applied settings. (shrink)

Despite the long history of career research in the literature (Guerrier, 1987; Siu et al., 1997), researchers have largely neglected the dark sides of the antecedents and consequences of career amb...

The purpose of this study is to explore the impact of positive personality traits and negative personality traits on consumer ethics in Indonesia. This is one of the first studies to explore this topic in relation to Indonesia, which is the fourth most populous country in the world. The paper-based survey was distributed to a large private university in Indonesia. Based on this convenience sample of 540 respondents, the results showed that cognitive empathy and compassion negatively impacted consumers’ perception toward (...) various unethical behaviors, while desire for control and distrust of others positively influenced such behaviors. Based on earlier studies showing that the younger generation has less empathy than previous generations, the findings of the present study have important implications for creating a more empathetic and compassionate society. (shrink)

In this study, we explore the impact of Machiavellian rhetoric on fundraising within the increasingly important context of online crowdfunding. The “all-or-nothing” funding model used by the world’s largest crowdfunding platform, Kickstarter, may be an attractive context in which entrepreneurs can utilize Machiavellian rhetoric to reach their funding goal, lest they get no funding at all. This study uses data from 76,847 crowdfunding projects posted on kickstarter.com and develops a dictionary for computer-aided text analysis (CATA) of Machiavellian rhetoric to measure (...) the relationship between the frequency of Machiavellian rhetoric use and crowdfunding performance, operationalized as either reaching a funding goal or the number of backers who funded the project. Machiavellian rhetoric is segregated into eight facets, which are categorized into hard and soft influence tactics. Hard tactics include revenge, intimidation, betrayal, and manipulation. Soft tactics include ingratiation, supplication, self-disclosure, and persuasion. Results reveal that signals of revenge, self-disclosure, and intimidation have negative effects, whereas signals of ingratiation and persuasion have mixed positive effects on crowdfunding performance. Ingratiation is found to increase the number of backers, but not funding success. Conversely, persuasion is found to increase funding success, but not the number of backers. Surprisingly, betrayal rhetoric is positively related to both measures of crowdfunding performance. Thus, this article complements the literature on backer decision-making, entrepreneurial methods, reward-based crowdfunding, and ethics in entrepreneurship by demonstrating how the displays of potentially negative phenomena, such as Machiavellianism, have complex consequences for entrepreneurial outcomes. (shrink)