The definition illustrates two characteristics of UPB, which refers to behavior that is unethical but benefits the organization. In contrast to general unethical behavior, UPB has been defined as “actions that are intended to promote the effective function of the organization or its members and violate core societal values, mores, laws, or standards of proper conduct” ( Umphress and Bingham, 2011, p. In the academic literature, such behaviors are called “unethical pro-organizational behaviors” (UPBs) ( Umphress et al., 2010). However, some employees engage in accounting fraud to protect the organization ( Amernic and Craig, 2010) or bribe officials to get ahead of competitors ( Effelsberg et al., 2014). Because of this, scholars have recently begun to pay increased attention to unethical workplace behavior ( Moore and Gino, 2013 Treviño et al., 2014), much of it focused on the self-serving unethical behavior ( Moore and Gino, 2013 Treviño et al., 2014). With rapid economic development, while the positive change from the business benefits our lives, we also witness endless business scandals, such as the Enron Incident, the Sanlu Company Melamine Incident, and the Volkswagen diesel emissions scandal. A number of managerial implications are also discussed. We contribute to the literature by demonstrating that moral leadership exerts its paradoxical effects on UPB indirectly through its impact on identification with supervisors and taking responsibility and therefore offers a better understanding of how and when moral leadership influences UPB. Additionally, the results also showed that moral courage moderated the mediating effects of identification with supervisors and taking responsibility upon the relationship between moral leadership and UPB. Results showed that moral leadership increased UPB through promoting identification with supervisors while reducing UPB via increasing taking responsibility. Data were collected through a self-reported questionnaire based on a two-wave research design and analyzed through Structural Equation Modeling. We conducted two studies with two distinct samples: one on a sample of 161 MBA students, and the other on a sample of 205 enterprise employees in China. In addition, we aim to investigate the moderating role of moral courage in the relationship between moral leadership and UPB. Drawing on Social Identity Theory, identification with supervisors (social identity) and taking responsibility (personal identity) were hypothesized as mediators linking moral leadership and UPB. In this paper, we aim to examine the indirect effects of moral leadership on unethical pro-organizational behavior (UPB). 2Faculty of Business Administration, Shanxi University of Finance and Economics, Taiyuan, China.1Department of Human Resource Management, Business School, Beijing Normal University, Beijing, China.
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