Reducing salesperson job stress and unethical intent: The influence of leader-member exchange relationship, socialization and ethical ambiguity

Abstract

PurposeThe purpose of this paper is to better understand the role of LMX relationship in the business-to-business ethical decision making process. Drawing on leadership and ethical decision making theory, this paper develops and tests a model that examines the relationships among LMX, work-group socialization, ethical ambiguity, job stress and unethical intention in the salesforce. Design/methodology/approachThe sample includes 408 business-to-business salespeople. Structural equation modeling is used to test the study's hypotheses. FindingsFindings suggest that LMX relationship quality directly affects ethical ambiguity, work-group socialization and unethical intent. Work-group socialization is related to ethical ambiguity, which affects job stress. Job stress is positively related to unethical intent. Research implicationsEmpirical tests support six of eight hypotheses and suggest managerial implications and directions for future research. Originality/valueThis paper develops and tests a model that examines the relationships among constructs not previously examined, as they relate to LMX and ethical decision making.