Abstract
Based on social learning theory and humanistic cognitive behaviorism theory, this study examined the trickle-down effect of leader PSRB and its boundary conditions. We proposed a three-way interaction of leader PSRB, empowering leadership, and follower courage to predict follower PSRB. Data were collected from 174 leader-follower dyads. Multiple moderated regressions (MMR) revealed that leader PSRB was positively related to follower PSRB, and that the effect was stronger under conditions of high empowering leadership or high courage. A three-way interaction effect suggested that the positive relationship between leader PSRB and follower PSRB was strongest when both empowering leadership and courage were high. Finally, the theoretical and practical implications were discussed.
Highlights
The concept of “rule-breaking” in the organizational literature is defined as deviant behavior detrimental to an organization and its members (Bennett and Robinson, 2000)
Hypotheses 1 predicted that leader Pro-Social Rule Breaking” (PSRB) positively related to follower PSRB
The slope was Drawing on social learning theory and humanistic cognitive behaviorism theory, we conducted an empirical study on the effects of leader PSRB on follower PSRB
Summary
The concept of “rule-breaking” in the organizational literature is defined as deviant behavior detrimental to an organization and its members (Bennett and Robinson, 2000). As positive psychology has emerged, scholars have begun focusing on pro-social motivations behind the rule violations and have offered the concept of “Pro-Social Rule Breaking” (PSRB). PSRB refers to behaviors intended to violate a formal organizational policy/regulation to promote the welfare of the organization or one of its stakeholders (Morrison, 2006). Social information processing model (Salancik and Pfeffer, 1978) posits that individuals make decisions and exhibit subsequent behaviors according to the information or clues that they obtain from their surroundings.
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