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"Too much of a good thing?": exploring the dark side of empowering leadership by linking it with unethical pro-organizational behavior

Zhang, Xue; Tian, Guyang; Ma, Chao; Tian, Yezhuang; Li, Zhongqiu; Liang, Liang

Description

Purpose Grounded 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/approach This paper tests this social exchange model across a survey...[Show more]

dc.contributor.authorZhang, Xue
dc.contributor.authorTian, Guyang
dc.contributor.authorMa, Chao
dc.contributor.authorTian, Yezhuang
dc.contributor.authorLi, Zhongqiu
dc.contributor.authorLiang, Liang
dc.date.accessioned2022-02-11T00:06:33Z
dc.identifier.citationZhang, X., Tian, G., Ma, C., Tian, Y., Li, Z. and Liang, L. (2021), "“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, Vol. 42 No. 1, pp. 32-46. https://doi.org/10.1108/LODJ-02-2020-0033
dc.identifier.issn0143-7739
dc.identifier.urihttp://hdl.handle.net/1885/260840
dc.description.abstractPurpose Grounded 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/approach This paper tests this social exchange model across a survey study using time-lagged data collections from 215 employees of a service company in China. Findings The 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/value This 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.
dc.format.mimetypeapplication/pdf
dc.language.isoen_AU
dc.publisherEmerald Group Publishing Ltd
dc.rights© 2020 Emerald Publishing Limited
dc.sourceLeadership and Organization Development Journal
dc.subjectUnethical pro-organizational behavior
dc.subjectEmpowering leadership
dc.subjectPerceived leader expediency
dc.subjectDuty orientation
dc.title"Too much of a good thing?": exploring the dark side of empowering leadership by linking it with unethical pro-organizational behavior
dc.typeJournal article
local.description.notesImported from ARIES
local.identifier.citationvolume42
dcterms.dateAccepted2020-09-13
dc.date.issued2020-10-13
local.identifier.absfor500102 - Business ethics
local.identifier.ariespublicationa383154xPUB13945
local.publisher.urlhttps://www.emerald.com/
local.type.statusPublished Version
local.contributor.affiliationZhang, Xue, Harbin Institute of Technology
local.contributor.affiliationTian, Guyang, Harbin Institute of Technology
local.contributor.affiliationMa, Chao, College of Business and Economics, ANU
local.contributor.affiliationTian, Yezhuang, Harbin Institute of Technology
local.contributor.affiliationLi, Zhongqiu, Northeast Agricultural University
local.contributor.affiliationLiang, Liang, Harbin Institute of Technology
local.description.embargo2099-12-31
local.bibliographicCitation.issue1
local.bibliographicCitation.startpage32
local.bibliographicCitation.lastpage46
local.identifier.doi10.1108/LODJ-02-2020-0033
dc.date.updated2022-07-10T08:16:24Z
local.identifier.scopusID2-s2.0-85092471206
local.identifier.thomsonIDWOS:000581631100001
CollectionsANU Research Publications

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