Authoritarian-Benevolent Leadership, Moral Disengagement, and Follower Unethical Pro-organizational Behavior: An Investigation of the Effects of Ambidextrous Leadership

Kang-Hwa Shaw; Na Tang; Hung-Yi Liao

doi:10.3389/fpsyg.2020.00590

Frontiers in Psychology (Apr 2020)

Authoritarian-Benevolent Leadership, Moral Disengagement, and Follower Unethical Pro-organizational Behavior: An Investigation of the Effects of Ambidextrous Leadership

Kang-Hwa Shaw,
Na Tang,
Hung-Yi Liao

Affiliations

Kang-Hwa Shaw: School of Management, Shandong University, Jinan, China
Na Tang: School of Management, Lanzhou University, Lanzhou, China
Hung-Yi Liao: College of Philosophy, Law and Political Science, Shanghai Normal University, Shanghai, China

DOI: https://doi.org/10.3389/fpsyg.2020.00590
Journal volume & issue: Vol. 11

Abstract

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Drawing on the social cognitive theory of moral disengagement, this study examined the influence of the authoritarian-benevolent style of ambidextrous leadership on follower unethical pro-organizational behavior (UPB), mediated via moral disengagement. We tested the hypotheses using a sample of 175 participants at two time points. The results indicated that authoritarian-benevolent leadership affects moral disengagement. In addition, followers in congruent dyads with low authoritarian-benevolent leadership perceived higher levels of moral disengagement than those in congruent dyads with high authoritarian-benevolent leadership. Furthermore, high authoritarian-benevolent leadership had an indirect effect on follower UPB via moral disengagement. Theoretical and practical implications and future research directions are suggested.

Published in Frontiers in Psychology

ISSN: 1664-1078 (Online)
Publisher: Frontiers Media S.A.
Country of publisher: Switzerland
LCC subjects: Philosophy. Psychology. Religion: Psychology
Website: https://www.frontiersin.org/journals/psychology

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