Literatura académica sobre el tema "Leadership-UPB research"
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Artículos de revistas sobre el tema "Leadership-UPB research"
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Uymaz, Ali Osman y Serdar Arslan. "Unethical pro-organizational behavior as an outcome of servant leadership". Journal of Management & Organization 28, n.º 1 (6 de octubre de 2021): 33–57. http://dx.doi.org/10.1017/jmo.2021.49.
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AbstractThis study tested the relationship between servant leadership, unethical pro-organizational behavior (UPB) of employee, trust in managers, and employees' positive reciprocity beliefs (PRB). Data were collected from 392 employees who work in four and five-star hotels in Alanya, Turkey. Structural equation modeling and artificial neural network analyses provided evidence for direct and indirect relationships between servant leadership and employee UPB via trust in manager and PRB. Specifically, trust in manager and PRB strengthened the relationship of servant leadership with employee UPB. These findings suggest that servant leadership could have a previously unexplored dark side in certain contexts. The study enhances the servant leadership and UPB literature. It also suggests certain practical implications for hotel managers to be able to reduce employee UPB. The limitations and future research suggestions of the study are discussed.
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Kim, Chulwoo, Chulwoo Lee y Geon Lee. "Impact of Superiors’ Ethical Leadership on Subordinates’ Unethical Pro-Organizational Behavior: Mediating Effects of Followership". Behavioral Sciences 13, n.º 6 (31 de mayo de 2023): 454. http://dx.doi.org/10.3390/bs13060454.
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This study examined the impact of superiors’ ethical leadership on subordinates’ unethical pro-organizational behavior (UPB) and the mediating effects of followership. The research subjects were officials from the ten central departments of the South Korean government, and a cross-sectional survey was conducted among them. Overall, 404 questionnaires were used in the empirical analysis. Multiple regression analysis and Hayes Process Macro were used to validate the research hypotheses, which examined the relationship among ethical leadership, followership, and UPB. The results are as follows: First, the relationship between ethical leadership and followership was statistically significant. Second, the study showed that followership had a statistically significant effect on UPB but not ethical leadership. Third, testing the hypotheses regarding the mediating effect of followership on the relationship between ethical leadership and UPB revealed statistically significant results. This study confirms that followership significantly influences UPB and suggests that ethical leadership is an important precedent factor of followership. The study concludes with the theoretical and practical implications of these findings, along with the study’s limitations.
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Kalshoven, Karianne, Hans van Dijk y Corine Boon. "Why and when does ethical leadership evoke unethical follower behavior?" Journal of Managerial Psychology 31, n.º 2 (14 de marzo de 2016): 500–515. http://dx.doi.org/10.1108/jmp-10-2014-0314.
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Purpose – In examining whether social exchange or social identity mechanisms drive the relationship between ethical leadership and unethical pro-organizational behavior (UPB), the purpose of this paper is to argue that the mechanism linking ethical leadership and UPB varies for different levels of job autonomy. Design/methodology/approach – Data were requested from 225 employees in several Dutch organizations, of which 156 questionnaires were returned. The authors used multilevel path analysis in MPlus to test the hypotheses, which allows for simultaneous estimation of different regression equations and for testing the significance of indirect effects. Findings – In line with the hypotheses, results revealed a direct relationship between ethical leadership and UPB when followers have little job autonomy. For followers high on job autonomy, the authors found that ethical leadership relates to UPB via organizational identification. Practical implications – It is advised to use ethical leadership with care when it focusses on reciprocity and identification. The results suggest that followers may be inclined to justify their unethical actions by appealing to the principle of higher loyalty – believing they are just doing what the organization wants them to do. Originality/value – Previous research has used social learning theory to show that ethical leadership is likely to stimulate and transfer ethical norms and behaviors. The current study however demonstrates the reciprocal and dark side of ethical leadership, as the authors found that ethical leadership can encourage UPB for followers with low job autonomy.
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Toirova, Munisa y Yoonjung Baek. "Why narcissistic individuals engage in unethical pro-organizational behavior. Testing a moderated mediation model". Asia-Pacific Journal of Business Administration 13, n.º 3 (30 de abril de 2021): 320–34. http://dx.doi.org/10.1108/apjba-11-2020-0396.
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PurposeThe purpose of the current research is to study the relationship between narcissism and unethical pro-organizational behavior (UPB), and also examine whether status striving mediates the relationship between narcissism and UPB among individuals with high organizational identification.Design/methodology/approachData that was used to test the research model were collected from five companies in the trading sector in Tashkent, Uzbekistan. The final sample included 200 responses, among all participants 29.5% were in a leadership position.FindingsThe current research found that narcissism leads individuals to exhibit a willingness to engage in UPB. Furthermore, status striving mediates the relationship between narcissism and UPB among individuals with high organizational identification.Research limitations/implicationsResearch did not use actual reported UPB but measured employees' willingness to engage in UPB.Practical implicationsOrganizations should develop special ethics guidance to change the employee's perceptions of UPB from the act of helping or protecting the organization to undesirable behavior in the organization. Moreover, the organization may develop an ethical counseling program, by which individuals may perceive that ethical behavior is valuable for the organization.Originality/valueCurrent study examines the relationship between narcissism and UPB. Moreover, it provides empirical support for the notion that the relationship between narcissism and UPB is mediated by status striving among individuals with high organizational identification.
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Kelebek, Ezgi Erbas y Esra Alniacik. "Effects of Leader-Member Exchange, Organizational Identification and Leadership Communication on Unethical Pro-Organizational Behavior: A Study on Bank Employees in Turkey". Sustainability 14, n.º 3 (18 de enero de 2022): 1055. http://dx.doi.org/10.3390/su14031055.
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Unethical behavior of employees threatens business development and sustainability by damaging the image and reputation of companies. Unethical pro-organizational behavior (UPB) must also be considered in this context, and its antecedents should be analyzed. This study aims to advance what is known about how leader-member exchange (LMX) and organizational identification affect employees’ intentions to perform UPB, by incorporating the effect of leadership communication. Within this context, the mediating role of organizational identification and the moderating role of leader’s message framing (gain or loss) are examined. The research sample consists of 306 employees working for state and private banks operating in Turkey. Participants were divided into two groups and message framing was manipulated with a hypothetical story using vignettes. Research hypotheses were tested by structural equation modeling (SEM) and multi-group analysis. Results confirmed positive effects of LMX and organizational identification on UPB. Organizational identification also mediated the effect of LMX on UPB. Moreover, leader’s communication style moderated the effects of LMX and organizational identification on UPB. When leaders used loss framing instead of gain framing, the effect of LMX on UPB was augmented whilst the effect of organizational identification diminished. Our study contributes to the literature by documenting how a leader’s communication style can trigger a shift towards UPB among highly identified employees. Research and managerial implications of the findings are discussed.
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Inam, Aneeq, Jo Ann Ho, Siew Imm Ng y Rosmah Mohamed. "Inhibiting unethical pro-organizational behavior: harnessing the effects of responsible leadership and leader–member exchange". International Journal of Manpower ahead-of-print, ahead-of-print (5 de marzo de 2021). http://dx.doi.org/10.1108/ijm-05-2020-0252.
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PurposeLeadership styles appear to influence unethical pro-organizational behavior (UPB), but there has been little empirical research on employees' ethical behavior as an outcome of responsible leadership. This study examines the positive effect of responsible leadership on unethical pro-organizational behavior (UPB) via the mediator, leader–member exchange (LMX).Design/methodology/approachResponses from 200 full-time working employees in Pakistan were collected in two waves, and structural equation modeling was used to test the hypotheses.FindingsThe results indicated that LMX mediated the relationship between responsible leadership and UPB. Our research also yielded a negative relationship between responsible leadership and employees' willingness to engage in UPB and between LMX and UPB. In addition, the mediation and direct relationship results were stronger for employees who spent more than seven years in the organization as compared to those with less than seven years.Research limitations/implicationsThe leader's responsible behavior trickles down to the subordinates and encourages their employees to behave responsibly too. We also showed that responsible leadership influenced employees’ UPB engagement through LMX.Practical implicationsBy adopting a responsible leadership style through training practices and appraisal tools, organizations may increase quality exchange relationship between leader and subordinates, which will reduce UPB.Originality/valueThis paper is one of the few empirical studies which have examined the relationship between responsible leadership, LMX and UPB. The results from our study help to enhance findings from earlier studies on the antecedents of UPB. Contrary to previous studies, our study also shows that LMX can lead to ethical behavior i.e. reduce UPB.
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Shaw, Kang-Hwa y Hung-Yi Liao. "Does Benevolent Leadership Promote Follower Unethical Pro-Organizational Behavior? A Social Identity Perspective". Journal of Leadership & Organizational Studies, 14 de septiembre de 2020, 154805182095799. http://dx.doi.org/10.1177/1548051820957996.
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This study uses the social identity perspective to explore the influence of benevolent leadership on followers’ unethical pro-organizational behavior (UPB). We also investigate the mediating role of supervisor identification and the moderating role of moral identity in the relationship between benevolent leadership and the followers’ UPB. We used a questionnaire survey to collect followers’ data in China at two points in time, resulting in 257 usable followers’ responses to test our hypotheses. The results show that benevolent leadership can predict follower UPB through supervisor identification. Moreover, moral identity moderates the relationship between benevolent leadership and follower UPB, as well as that between supervisor identification and follower UPB. Finally, moderated-mediation analysis revealed moral identity moderated the benevolent leadership indirect effect on the follower UPB via supervisor identification. Managers can use the insights in this study to monitor the influence of benevolence on UPB.
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Manelkar, Shekhar y Dharmesh K. Mishra. "A systematic literature review and bibliometric analysis of leadership influence on employee unethical pro-organisational behaviour". International Journal of Ethics and Systems, 8 de febrero de 2024. http://dx.doi.org/10.1108/ijoes-11-2023-0250.
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Purpose Since the idea of “Unethical Pro-organisational Behaviour” (UPB) was introduced in 2010, a substantial corpus of empirical research has contributed to its expanding, contemporary knowledge. This includes research studies on how leadership exerts an influence on UPB. This paper aims to consolidate the current understanding of organisational leadership’s impact on employee UPB and offer future research agendas. Design/methodology/approach A systematic literature review (SLR) using the “Preferred Reporting Items for Systematic Reviews and Meta-Analyses” (PRISMA) guidelines was adopted for the study. Literature that satisfied the search conditions was examined. The factors determining leadership’s influence on UPB were studied, and the findings were thematically synthesised. Findings Leader behaviour plays a large part in influencing UPB in organisations. Leader-member exchange and organisational belonging create favourable circumstances for UPB in organisations. UPB is moderated by the employee’s personal moral orientation. Originality/value UPB is unethical behaviour that benefits the organisation and is likely to be rewarded. However, there is a cost that other stakeholders pay. UPB has been researched since 2010, as well as the role of leaders in perpetuating UPB. However, there has not been an SLR of this study. This paper seeks to capture the essence of the research so far and pave a path for future research on the subject. These insights would prove valuable to management practitioners and academic experts.
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Zhang, Xue, Guyang Tian, Chao Ma, Yezhuang Tian, Zhongqiu Li y Liang Liang. "“Too much of a good thing?”: exploring the dark side of empowering leadership by linking it with unethical pro-organizational behavior". Leadership & Organization Development Journal ahead-of-print, ahead-of-print (13 de octubre de 2020). http://dx.doi.org/10.1108/lodj-02-2020-0033.
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PurposeGrounded in social exchange theory (SET), the purpose of this paper is to examine the relationship between empowering leadership and unethical pro-organizational behavior (UPB), as mediated by duty orientation (including duty to members, duty to mission and duty to codes). Further, this study proposes that perceived leader expediency moderates indirectly between empowering leadership and UPB.Design/methodology/approachThis paper tests this social exchange model across a survey study using time-lagged data collections from 215 employees of a service company in China.FindingsThe results show that duty orientation mediates the relationship between empowering leadership and UPB. In addition, perceived leader expediency moderates the indirect relationship between empowering leadership and UPB through duty orientation (i.e. duty to members and duty to missions).Originality/valueThis research aids in understanding the impact of empowering leadership on follower outcomes by investigating the dark side of empowering leadership and examining the relationships between empowering leadership, duty orientation and UPB. The present study also challenges the notion that the phrase “the greater the empowerment, the better the outcomes” suggests that organizations should offer a conditional approach to the empowerment of followers by their leaders.
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Tang, Yujie y Yang Li. "Ethicality neutralization and amplification: a multilevel study of ethical leadership and unethical pro-organizational behavior". Journal of Managerial Psychology ahead-of-print, ahead-of-print (4 de agosto de 2021). http://dx.doi.org/10.1108/jmp-06-2020-0342.
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PurposeThis study examines how ethical leadership (EL) influences followers' willingness to conduct unethical pro-organizational behavior (UPB) via reciprocity beliefs at the individual level and political climate at the group level.Design/methodology/approachTwo-point survey data were collected from 423 Chinese followers from 81 groups, and multilevel structural equation modeling was conducted to test the hypotheses.FindingsIndividual-level EL unintentionally increases follower UPB willingness by fostering reciprocity beliefs, while group-level EL intentionally reduces follower UPB willingness by controlling the political climate. The political climate plays both a cross-level moderated mediation role and a mediated moderation role between EL and UPB.Practical implicationsWhen seeking to decrease followers' intention to conduct UPB, managers are advised to use individual-level EL with care when the focus is on reciprocity, and they should consider using group-level EL more when the focus is on controlling political climate.Originality/valueThe study supports two distinct mediating mechanisms by examining individual-level EL (as a moral person) vs group-level EL (as a moral manager) on UPB, thereby revealing the reason for the mixed effects of EL on UPB.
Capítulos de libros sobre el tema "Leadership-UPB research"
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Greculescu, Anca, Gina Florica Stoica y Andrei Opris. "Project-Based Learning With EPS@UPB". En Handbook of Research on Improving Engineering Education with the European Project Semester, 221–32. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-2309-7.ch012.
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The implementation of the European Project Semester at the University Politehnica of Bucharest has outlined the importance of developing soft skills through project-based learning for 21st century engineering learners. This chapter describes the project conducted by a team of four multinational students in 2018. It aimed to develop soft skills (language, written and oral communication, organization and time-management, research and inquiry, self-assessment and reflection, group participation, and leadership) as well as to foster the necessary professional tools for a smooth insertion into the labor market. The development of a 3D-printed robotic arm with IoT capabilities has proved a useful didactic approach in this sense and, at the same time, an efficient way to meet the future economic and technological demands of our changing world. The main goal was to design an affordable robot arm so that people could buy for any application desired.
Actas de conferencias sobre el tema "Leadership-UPB research"
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Oprescu, Claudia y Bogdan Tiganoaia. "STUDENTS' PERCEPTIONS TOWARD THE QUALITY OF ONLINE EDUCATION DURING COVID-19 PANDEMIC". En eLSE 2021. ADL Romania, 2021. http://dx.doi.org/10.12753/2066-026x-21-127.
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COVID-19 pandemic has not only impacted human life but also impacted quality of online education, right after the shift from traditional face-to-face to e-learning. This study was conducted to investigate the perception of this type of learning amongst UPB students, being focused around the following areas: number of students taking online courses and the geographic areas served, quality standards for online learning and supportive services, planning and leadership in online learning.This study utilized quantitative methods and was conducted by distributing an online questionnaire to UPB's students. A total of 231 valid unduplicated responses were used to investigate the perceptions of online course-management, underlying factors that contribute to those perceptions (positive or negative), reconsidering the overall online learning activities initiated by university teachers. The following independent variables were investigated in this survey, based on students own online learning experiences, in contrast to traditional learning: interactivity, teacher facilitation, structure, learning style and self-motivation. The findings of this research revealed that electronic learning, the core method of teaching the curriculum due to the wide worldwide spread the COVID-19 pandemic, requires an improvement of online instructional practices, in terms of a more interactive active approach, a well-thought-out strategy, a conceptual framework of online education combining knowledge from different domain: Pedagogy, Didactic, Computer Assisted Instruction (CAI), IT and Psychology - as potential determinants of a successful online learning. The observations captured in this report reflect the measure of satisfaction of UPB's students regarding the educational services offer of the learning program, adapted to the online environment, taking into account the specificities of this organization and communication environment.