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  1. The effect of leader unethical pro-organizational behaviour on subordinate silence: the mediating role of moral ownership.Silu Chen, Chenling Tian, Huan Cheng & Jiaxin Lai - 2024 - Ethics and Behavior 34 (4):264-278.
    This study explores the psychological mechanism underlying and the boundary condition affecting the relationship between leader unethical pro-organizational behavior (UPB) and subordinate silence. Drawing on social cognitive theory (SCT), we posit that leader UPB may decrease subordinate moral ownership, which in turn might trigger subordinate silence; we further hypothesize that corporate social responsibility (CSR) directed toward employees may weaken the relationship between leader UPB and subordinate moral ownership as well as the indirect relationship between leader UPB and subordinate silence via (...)
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  • Moral decline in the workplace: unethical pro-organizational behavior, psychological entitlement, and leader gratitude expression.Feng Qin, Yannan Zhang, Silu Chen, Yanghao Zhu & Wenxing Liu - 2022 - Ethics and Behavior 32 (2):110-123.
    ABSTRACT Although unethical pro-organizational behavior (UPB) in the workplace has been widely researched, studies have focused on its antecedents rather than its outcomes. To fill this gap in the literature, we integrated moral licensing theory and the literature on leader gratitude expression to explore the ethical consequences of UPB. Using a sample of multi-source time-lagged surveys of 206 leader–employee dyads, we found that the pro-organizational nature of UPB fostered employees’ psychological entitlement and thereby increased their likelihood of engaging in subsequent (...)
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