This study examined the extent to which the impact of green transformational leadership on employee green behavior through follower perceptions of value congruence. Path analyzing on data from 193 subordinate-leader dyads showed that followers’ value congruence with their leader mediated the effects of green transformational leadership on employee green behavior. Results also supported that green identity moderated the indirect effect of green transformational leadership on employee green behavior through value congruence, such that the indirect effect was more positive when green (...) identity was high than when it was low. These findings provided valuable contribution to green transformational leadership, value congruence and employee green behavior by exploring the relationship between them. Practical implications and directions for future research are also discussed. (shrink)

Business Ethics, the Environment & Responsibility, EarlyView.

Severe tour guide stigma is a significant problem hindering tourism development. Based on self-identity threat and moral disengagement theory, this study analyzed the relationship between tour guide stigmatization and tour guides’ interpersonal deviance behavior. Survey data collected from 241 tour guides at three different points in time showed that tour guide stigmatization was positively related to tour guides’ interpersonal deviance behavior and that self-identity threat mediated this effect. The results also show that moral disengagement moderated the effect of tour guides’ (...) self-identity threat on interpersonal deviance behavior, as well as the indirect effect of tour guide stigmatization on tour guides’ interpersonal deviance behavior via self-identity threat. This study enriches theoretical research on tour guide stigmatization and offers practical suggestions for solving stigmatization problems for tour guides and organizations. (shrink)

Business Ethics, the Environment & Responsibility, Volume 31, Issue 2, Page 524-535, April 2022.

ABSTRACT Although unethical pro-organizational behavior (UPB) in the workplace has been widely researched, studies have focused on its antecedents rather than its outcomes. To fill this gap in the literature, we integrated moral licensing theory and the literature on leader gratitude expression to explore the ethical consequences of UPB. Using a sample of multi-source time-lagged surveys of 206 leader–employee dyads, we found that the pro-organizational nature of UPB fostered employees’ psychological entitlement and thereby increased their likelihood of engaging in subsequent (...) unethical behavior. Leaders’ expressions of gratitude for employee UPB strengthened the relationship between UPB and psychological entitlement, ultimately reinforcing employees’ unethical behavior. The theoretical and practical implications of the findings are discussed. (shrink)