There are two fundamental self-regulatory systems for moral action reflecting an approach-oriented system promoting moral action (prescriptive morality) and an avoidance-oriented system restraining immoral action (proscriptive morality). Despite the presence of these systems, individuals may vary in the extent to which the systems regulate their moral responses. One factor that may heighten prescriptive and proscriptive moral self-regulation is individuals’ moral identity. Three studies examined if the systems of moral regulation are more salient among individuals with a strong internalized moral identity. (...) Possessing a strong internalized moral identity was associated with greater salience of the prescriptive system – with heightened perceptions that prescriptive behaviors should be enacted, that prescriptive behaviors are less a matter of personal preference, and that prescriptive behaviors are expected to yield greater social approval – compared to the proscriptive system. Possessing a strong internalized moral identity appears to orient individuals toward engaging in good (rather than only avoiding bad) behaviors. (shrink)

Constructive deviance, rule-breaking to benefit the organization, is an emerging topic in the scholarly research and is considered to be an ethical decision. Despite the value of guiding constructive deviance in organizations, the effect of ethics-oriented leadership on employees’ constructive deviance remains unclear. This research identifies leader moral humility as a new antecedent of constructive deviance and examines how and when leader moral humility influences employee constructive deviance. Drawing on social–cognitive theory, we propose that leader moral humility fosters employee moral (...) identity, which in turn triggers employees to exhibit constructive deviance. Moreover, the mediating effect of moral identity is more pronounced when normative conflict with organizational rules is high, as this conflict inspires identity-driven behavior. Two studies with scenario-based experimental and time-lagged field methods provided general support for our hypotheses. Study 1 reveals that leader moral humility positively affects constructive deviance via employee moral identity. Study 2 replicates and extends Study 1 to support the moderating role of normative conflict. These findings enrich the understanding of constructive deviance by shedding light on the moral cognitive process in the relationship between leader moral humility and employee constructive deviance and by identifying the boundary condition for the relationship. (shrink)