When Do Supervisors Punish Unethical Pro-organizational behaviors: the Role of Identity and Goal

Abstract

Given that unethical pro-organizational behavior (UPB) violates moral standards but benefits the organization at the same time, responses to this behavior could be equivocal although it is supposed to be punished. Previous research, however, has centered on antecedents of UPB, less is known about its consequences, especially how subordinates’ UPB is responded by supervisors. Drawing on the human information processing model, this paper aims to explain when supervisors perceive subordinate UPB in a negative way, and further engage in negative leading behaviors as punishments for UPB. Results of a multi-wave, multiple-source survey suggest that subordinates’ UPB are most negatively related to supervisors’ trust when supervisors’ moral identity is prominent and their goals are congruent with the group. Furthermore, results show that reduced trust ultimately elicits abusive supervisor behavior. These findings extend knowledge on consequences of UPB and provide important insights into supervisors’ leading behavior from a bottom-up perspective.