Hostname: page-component-76fb5796d-45l2p Total loading time: 0 Render date: 2024-04-25T11:58:55.683Z Has data issue: false hasContentIssue false
  • English
  • Français

Unethical pro-organizational behavior as an outcome of servant leadership

Published online by Cambridge University Press:  06 October 2021

Ali Osman Uymaz Open the ORCID record for Ali Osman Uymaz [Opens in a new window]  and
Serdar Arslan Open the ORCID record for Serdar Arslan [Opens in a new window]
Ali Osman Uymaz*
Affiliation:
Faculty of Economics and Administrative Sciences, Department of Human Resources Management, Alanya Alaaddin Keykubat University, Alanya, Turkey Faculty of Economics and Administrative Sciences, Department of Human Resources Management, Alanya Alaaddin Keykubat University, Merkez Mahallesi Sigorta Caddesi 07425Kestel Alanya, Antalya/Turkey
Serdar Arslan
Affiliation:
Faculty of Economics and Administrative Sciences, Department of Human Resources Management, Alanya Alaaddin Keykubat University, Merkez Mahallesi Sigorta Caddesi 07425Kestel Alanya, Antalya/Turkey Faculty of Economics and Administrative Sciences, Department of Business Administration, Alanya Alaaddin Keykubat University, Alanya, Turkey
*
Author for correspondence: Ali Osman Uymaz, E-mail: ali.uymaz@alanya.edu.tr
Get access Rights & Permissions [Opens in a new window]

Abstract

This study tested the relationship between servant leadership, unethical pro-organizational behavior (UPB) of employee, trust in managers, and employees' positive reciprocity beliefs (PRB). Data were collected from 392 employees who work in four and five-star hotels in Alanya, Turkey. Structural equation modeling and artificial neural network analyses provided evidence for direct and indirect relationships between servant leadership and employee UPB via trust in manager and PRB. Specifically, trust in manager and PRB strengthened the relationship of servant leadership with employee UPB. These findings suggest that servant leadership could have a previously unexplored dark side in certain contexts. The study enhances the servant leadership and UPB literature. It also suggests certain practical implications for hotel managers to be able to reduce employee UPB. The limitations and future research suggestions of the study are discussed.

Keywords

Hospitality industrypositive reciprocity beliefsservant leadershipunethical pro-organizational behavior
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 1 , January 2022 , pp. 33 - 57
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2021

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Ait-Amir, B., Pougnet, P., & El Hami, A.. (2015). Meta-model development. In El Hami, A., & Pougnet, P. (Eds.), Embedded mechatronic systems 2 (pp. 157–188). Oxford: ElsevierGoogle Scholar
Akgul, A. (2017). A multi-analytical approach for predicting antecedents of m-commerce adoption. In Tufekci, N. (Ed.), Academic studies about communication, business and economics (pp. 69–96). Istanbul: Strategic Researches Academy.Google Scholar
Alcover, C. M., Rico, R., Turnley, W. H., & Bolino, M. C. (2016). Understanding the changing nature of psychological contracts in 21st century organizations: A multiple-foci exchange relationships approach and proposed framework. Organizational Psychology Review, 7, 4–35.CrossRefGoogle Scholar
Alexakis, G. (2011). Transcendental leadership: The progressive hospitality leader's silver bullet. International Journal of Hospitality Management, 30(3), 708–713.CrossRefGoogle Scholar
ALTID. (2020). Alanya facility capacity 2020. November 20, 2020. Retrieved from https://www.altid.org.tr/bilgi-hizmetleri/alanya-tesis-kapasite/Google Scholar
Babbie, E. (2004). The practice of social research. Belmont: Thomson Learning Inc.Google Scholar
Babula, M., Tookey, M., Muschert, G., & Neal, M. (2020). Altruism as a pathway to unethical action. International Journal of Ethics and Systems, 36(2), 235–247.CrossRefGoogle Scholar
Bandura, A. (1991). Social cognitive theory of self-regulation. Organizational Behavior and Human Decision Processes, 50(2), 248–287.CrossRefGoogle Scholar
Bayarcelik, E. B., & Findikli, M. A. (2016). The mediating effect of job satisfaction on the relation between organizational justice perception and intention to leave. Social and Behavioral Sciences, 235, 403–411.Google Scholar
Becker, T., Billings, R., Eveleth, D., & Gilbert, N. (1996). Foci and bases of employee commitment: Implication for job performance. Academy of Management Journal, 39(2), 464–482.Google Scholar
Blau, P. M. (1986). Exchange and power in social life. New York: Routledge.Google Scholar
Branzei, O., Vertinsky, I., & Camp, R. D. II (2007). Culture-contingent signs of trust in emergent relationships. Organizational Behavior and Human Decision Processes, 104(1), 61–82.CrossRefGoogle Scholar
Brownell, J. (2010). Leadership in the service of hospitality. Cornell Hospitality Quarterly, 51(3), 363–378.CrossRefGoogle Scholar
Bryant, W., & Merritt, S. M. (2019). Unethical pro-social behavior and positive leader-employee relationships. Journal of Business Ethics, 168(4), 777–793 .CrossRefGoogle Scholar
Castille, C. M., Buckner, V. J., & Christian, N. T. (2016). Prosocial citizens without a moral compass? Examining the relationship between Machiavellianism and unethical pro-organizational behavior. Journal of Business Ethics, 149, 1–12.Google Scholar
Chen, M., Chen, C. C., & Sheldon, O. J. (2016). Relaxing moral reasoning to win: How organizational identification relates to unethical pro-organizational behavior. Journal of Applied Psychology, 101(8), 1082–1096.CrossRefGoogle ScholarPubMed
Chen, Z. X., Tsui, A. S., & Farh, J. L. (2002). Loyalty to supervisor versus organizational commitment: Relationship to employee performance in China. Journal of Occupational and Organizational Psychology, 75, 339–356.CrossRefGoogle Scholar
Chin, W. W. (1998). The partial least squares approach to structural equation modeling. In Marcoulides, G. A. (Ed.), Modern methods for business research (pp. 295–336). Mahwah, NJ: Lawrence Erlbaum Associates.Google Scholar
Chon, K. K. S., & Zoltan, J. (2019). Role of servant leadership in contemporary hospitality. International Journal of Contemporary Hospitality Management, 31(8), 3371–3394.CrossRefGoogle Scholar
Chong, A. (2013). A two-staged SEM-neural network approach for understanding and predicting the determinants of m-commerce adaptation. Expert Systems with Applications, 40(2), 1240–1247.CrossRefGoogle Scholar
Clark, M. S., & Mills, J. (1979). Interpersonal attraction in exchange and communal relationships. Journal of Personality and Social Psychology, 37(1), 12–24.CrossRefGoogle Scholar
Connelly, B., Certo, S., Ireland, R., & Reutzel, C. (2011). Signaling theory: A review and assessment. Journal of Management, 37(1), 39–67.CrossRefGoogle Scholar
Cook, J., & Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non-fulfillment. Journal of Occupational Psychology, 53, 39–52.CrossRefGoogle Scholar
Costigan, R. D., Insinga, R. C., Berman, J. J., Ilter, S. S., Kranas, G., & Kureshov, V. A. (2006). A cross-cultural study of supervisory trust. International Journal of Manpower, 27(8), 764–787.CrossRefGoogle Scholar
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900.CrossRefGoogle Scholar
Cropanzano, R., Prehar, C. A., & Chen, P. Y. (2002). Using social exchange theory to distinguish procedural from interactional justice. Group & Organization Management, 27(3), 324–351.CrossRefGoogle Scholar
Daley, M. D., & Pope, S. E. (2004). Perceptions of supervisory, middle managerial, and top managerial trust: The role of job satisfaction in organizational leadership. State and Local Government Review, 36(2), 130–139.CrossRefGoogle Scholar
Demirtas, O., & Akdogan, A. A. (2015). The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), 59–67.CrossRefGoogle Scholar
Di Stefano, G., Venza, G., Cascio, G., & Gaudiino, M. (2018). The role of organizational trust and organizational support on employees’ well-being. La Medicina Del Lavoro Work, Environment and Health, 109(6), 459–470.Google Scholar
Effelsberg, D., Solga, M., & Gurt, J. (2014). Transformational leadership and follower's unethical behavior for the benefit of the company: A two-study investigation. Journal of Business Ethics, 120(1), 81–93.CrossRefGoogle Scholar
Eisenberger, R., Lynch, P., Aselage, J., & Rohdieck, S. (2004). Who takes the most revenge? Individual differences in negative reciprocity norm endorsement. Personality and Social Psychology Bulletin, 30(6), 787–799.CrossRefGoogle ScholarPubMed
Elbaz, A. M., & Haddoud, M. Y. (2017). The role of wisdom leadership in increasing job performance: Evidence from the Egyptian tourism sector. Tourism Management, 63, 66–76.CrossRefGoogle Scholar
Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Lidene, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111–132.CrossRefGoogle Scholar
Falk, R. F., & Miller, N. B. (1992). A primer for a soft modeling. Ohio: The University of Akron.Google Scholar
Fehr, R., Welsh, D., Yam, K. C., Baer, M., Weid, W., & Vaulont, M. (2019). The role of moral decoupling in the causes and consequences of unethical pro-organizational behavior. Organizational Behavior and Human Decision Processes, 153, 27–40.CrossRefGoogle Scholar
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.CrossRefGoogle Scholar
Garson, D. (2016). Partial least squares: Regression & structural equation models. Asheboro, NC: Statistical Associates Publishing.Google Scholar
Ghosh, A. (2011). Power distance in organizational contexts-a review of collectivist cultures. Indian Journal of Industrial Relations, 47(1), 89–101.Google Scholar
Giampetro-Meyer, A., Brown, T., Browne, M. N., & Kubasek, N. (1998). Do we really want more leaders in business? Journal of Business Ethics, 17, 1727–1736.CrossRefGoogle Scholar
Gigol, T. (2020). Influence of authentic leadership on unethical pro-organizational behavior: The intermediate role of work engagement. Sustainability, 12(3), 1182.CrossRefGoogle Scholar
Gino, F., Ayal, S., & Ariely, D. (2013). Self-serving altruism? The lure of unethical actions that benefit others. Journal of Economic Behavior & Organization, 93, 285–292.CrossRefGoogle ScholarPubMed
Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25, 161–178.CrossRefGoogle Scholar
Graham, K. A., Ziegert, J. C., & Capitano, J. (2015). The effect of leadership style, framing, and promotion regulatory focus on unethical pro-organizational behavior. Journal of Business Ethics, 126(4), 423–436.CrossRefGoogle Scholar
Greenberg, J. (2002). Who stole the money, and when? Individual and situational determinants of employee theft. Organizational Behavior and Human Decision Processes, 89, 985–1003.CrossRefGoogle Scholar
Greenleaf, R. K. (1998). Servant leadership: A journey into the nature of legitimate power and greatness. San Francisco: Berrett-Koehler Publishers.Google Scholar
Gui, C., Zhang, P., Zou, R., & Ouyang, X. (2021). Servant leadership in hospitality: A meta-analytic review. Journal of Hospitality Marketing & Management, 30(4), 438–458.CrossRefGoogle Scholar
Hair, J. F., Black, W. C., Babin, B., & Anderson, R. E. (2010). Multivariate data analysis. New Jersey: Prentice Hall.Google Scholar
Hair, J. F., Hult, G. T., Ringle, C. M., & Sarstedt, M. (2017). A primer on partial least squares structural equation modeling (PLS-SEM). Thousand Oaks: Sage.Google Scholar
Hair, J. F., Sarstedt, M., Ringle, C. M., & Mena, J. (2012). An assessment of the use of partial least squares structural equation modeling in marketing research. Journal of the Academy of Marketing Science, 40(3), 414–433.CrossRefGoogle Scholar
Harwiki, W. (2016). The impact of servant leadership on organizational culture, organizational commitment, organizational citizenship behavior, and employee performance in women cooperatives. Social and Behavioral Sciences, 219, 283–290.Google Scholar
Henseler, J., Dijkstra, T. K., Sarstedt, M., Ringle, C. M., Diamantopoulos, A., & Straub, D. W. (2014). Common beliefs and reality about partial least squares. Organizational Research Methods, 17(2), 182–209.CrossRefGoogle Scholar
Henseler, J., Ringle, C. M., & Sinkovics, R. R. (2009). The use of partial least squares path modeling in international marketing. Advances in International Marketing, 20, 277–319.CrossRefGoogle Scholar
Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions and organizations across nations. Thousand Oaks: Sage.Google Scholar
Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind: Intercultural cooperation and its importance for survival. New York: McGraw-Hill.Google Scholar
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Leadership, culture, and organizations: The globe study of 62 societies. Thousand Oaks: Sage.Google Scholar
Hoy, W. K., & Tschannen-Moran, M. (2003). The conceptualization and measurement of faculty trust in schools. In Hoy, W., & Miskel, C. (Eds.), Essential ideas for the reform of American schools (pp. 181–208). Greenwich, Connecticut: Information Age Publishing .Google Scholar
Hsieh, H. H., Hsu, H. H., Kao, K. Y., & Wang, C. C. (2020). Ethical leadership and employee unethical pro-organizational behavior: A moderated mediation model of moral disengagement and coworker ethical behavior. Leadership & Organization Development Journal, 41(6), 799–812.CrossRefGoogle Scholar
Huertas-Valdivia, I., Gallego-Burín, A. R., & Lloréns-Montes, F. J. (2019). Effects of different leadership styles on hospitality workers. Tourism Management, 71, 402–420.CrossRefGoogle Scholar
Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. The Leadership Quarterly, 24(2), 316–331.CrossRefGoogle Scholar
Johnson, H. H., & Umphress, E. E. (2018). To help my supervisor: Identification, moral identity, and unethical pro-supervisor behavior. Journal of Business Ethics, 159, 519–534.CrossRefGoogle Scholar
Joseph, E. E., & Winston, B. E. (2005). A correlation of servant leadership, leader trust, and organizational trust. Leadership & Organization Development Journal, 26(1), 6–22.CrossRefGoogle Scholar
Jung, Y., Hall, J., Hong, R., Goh, T., Ong, N., & Tan, N. (2014). Payback: Effects of relationship and cultural norms on reciprocity. Asian Journal of Social Psychology, 17(3), 160–172.CrossRefGoogle Scholar
Kalshoven, K., van Dijk, H., & Boon, C. (2016). Why and when does ethical leadership evoke unethical follower behavior? Journal of Managerial Psychology, 31(2), 500–515.CrossRefGoogle Scholar
Kara, D., Uysal, M., Sirgy, M. J., & Lee, G. (2013). The effects of leadership style on employee well-being in hospitality. International Journal of Hospitality Management, 34, 9–18.CrossRefGoogle Scholar
Kaya, B., & Karatepe, O. M. (2020). Does servant leadership better explain work engagement, career satisfaction and adaptive performance than authentic leadership? International Journal of Contemporary Hospitality Management, 32(6), 2075–2095.CrossRefGoogle Scholar
Kiker, D. S., Callahan, J. S., & Kiker, M. B. (2019). Exploring the boundaries of servant leadership: A meta-analysis of the main and moderating effects of servant leadership on behavioral and affective outcomes. Journal of Managerial Issues, 31(2), 172–117.Google Scholar
Kim, U. (1994). Individualism and collectivism: Conceptual clarification and elaboration. Cross Cultural Research and Methodology Series – Sage, 18(1), 19–40.Google Scholar
Kim, M. Y., Miao, Q., & Park, S. M. (2015). Exploring the relationship between ethical climate and behavioral outcomes in the Chinese Public Sector: The mediating roles of affective and cognitive responses. International Journal of Business, Humanities and Technology, 5(3), 88–103.Google Scholar
Kim, Y., Van Dyne, L., Kamdar, D., & Johnson, R. (2013). Why and when do motives matter? An integrative model of motives, role cognitions, and social support as predictors of OCB. Organizational Behavior and Human Decision Processes, 121(2), 231–245.CrossRefGoogle Scholar
Kusluvan, S. (2003). Managing employee attitudes and behaviors in the tourism and hospitality industry. New York: Nova Science Publishers.Google Scholar
Kuwabara, K., Willer, R., Macy, M. W., Mashima, R., Terai, S., & Yamagishi, T. (2007). Culture, identity, and structure in social exchange: A web-based trust experiment in the United States and Japan. Social Psychology Quarterly, 70(4), 461–479.CrossRefGoogle Scholar
Kwak, W. J., & Kim, H. K. (2015). Servant leadership and customer service quality at Korean hotels: Multilevel organizational citizenship behavior as a mediator. Social Behavior and Personality: An International Journal, 43(8), 1287–1298.CrossRefGoogle Scholar
Lambe, C. J., Wittmann, C. M., & Spekman, R. E. (2008). Social exchange theory and research on business to business relational exchange. Journal of Business-to-Business Marketing, 8(3), 1–36.CrossRefGoogle Scholar
Lambert, E. G., Keena, L. D., Haynes, S. H., Ricciardelli, R., May, D., & Leone, M. (2020). The issue of trust in shaping the job involvement, job satisfaction, and organizational commitment of Southern correctional staff. Criminal Justice Policy Review, 32(2), 1–23.Google Scholar
Lavelle, J. J., Rupp, D. E., Manegold, J., & Thornton, M. A. (2015). Multifoci justice and target similarity: Emerging research and extensions. In Cropanzano, R. S. & Ambrose, M. L. (Eds.) , The Oxford handbook of justice in the workplace (pp. 165–186). New York: Oxford University Press.Google Scholar
Lee, A., Schwarz, G., Newman, A., & Legood, A. (2019). Investigating when and why psychological entitlement predicts unethical pro-organizational behavior. Journal of Business Ethics, 154(1), 109–126.CrossRefGoogle Scholar
Liden, R. C., Wayne, S. J., Meuser, J. D., Hu, J., Wu, J., & Liao, C. (2015). Servant leadership: Validation of a short form of the SL-28. The Leadership Quarterly, 26(2), 254–269.CrossRefGoogle Scholar
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177.CrossRefGoogle Scholar
Lin, M., Ling, Q., Luo, Z., & Wu, X. (2019). Why does empowering leadership occur and matter? A multilevel study of Chinese hotels. Tourism Management Perspectives, 32, 100556. doi: https://doi.org/10.1016/j.tmp.2019.100556.CrossRefGoogle Scholar
Ling, Q., Lin, M., & Wu, X. (2016). The trickle-down effect of servant leadership on frontline employee service behaviors and performance: A multilevel study of Chinese hotels. Tourism Management, 52, 341–368.CrossRefGoogle Scholar
Matherne, C. F., & Litchfield, S. R. (2012). Investigating the relationship between affective commitment and unethical pro-organizational behaviors: The role of moral identity. Journal of Leadership, 9(5), 35–46.Google Scholar
Matherne, C. F., Ring, J. K., & Farmer, S. (2018). Organizational moral identity centrality: Relationships with citizenship behaviors and unethical prosocial behaviors. Journal of Business and Psychology, 33(6), 711–726.CrossRefGoogle Scholar
Mayer, R. C., Davis, J. H., & ve Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Journal, 20(3), 709–734.Google Scholar
Mayer, D. M., Kuenzi, M., & Greenbaum, R. L. (2010). Examining the link between ethical leadership and employee misconduct: The mediating role of ethical climate. Journal of Business Ethics, 95(1), 7–16.CrossRefGoogle Scholar
McAllister, D. J. (1995). Affect and cognition based trust as foundations of interpersonal cooperation in organizations. Academy of Management Journal, 38, 24–59.Google Scholar
Miao, Q., Newman, A., Yu, J., & Xu, L. (2013). The relationship between ethical leadership and unethical pro-organizational behavior: Linear or curvilinear effects? Journal of Business Ethics, 116, 641–653.CrossRefGoogle Scholar
Miles, J. (2005). R-squared, adjusted R-squared. In Everitt, B. S. & Howell, D. C. (Eds.), Encyclopedia of statistics in behavioral science (pp. 1655–1657). Chichester: John Wiley & Sons, Ltd.Google Scholar
Mishra, M., Ghosh, K., & Sharma, D. (2021). Unethical pro-organizational behavior: A systematic review and future research agenda. Journal of Business Ethics. doi: https://doi.org/10.1007/s10551-021-04764-w.CrossRefGoogle Scholar
Mittal, R., & Dorfman, P. W. (2012). Servant leadership across cultures. Journal of World Business, 47(4), 555–570.CrossRefGoogle Scholar
Öner, Z. H. (2012). Servant leadership and paternalistic leadership styles in the Turkish business context: A comparative empirical study. Leadership ve Organization Development Journal, 33(3), 300–316.CrossRefGoogle Scholar
Page, D., & Wong, T. P. (2000). A conceptual framework for measuring servant leadership. Lanham: University Press of America.Google Scholar
Pekerti, A. A., & Sendjaya, S. (2010). Exploring servant leadership across cultures: Comparative study in Australia and Indonesia. The International Journal of Human Resource Management, 21(5), 754–780.CrossRefGoogle Scholar
Pellegrini, E. K., & Scandura, T. A. (2006). Leader–member exchange (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigation. Journal of International Business Studies, 37(2), 264–279.CrossRefGoogle Scholar
Pellegrini, E. K., & Scandura, T. A. (2008). Paternalistic leadership: A review and agenda for future research. Journal of Management, 34(3), 566–593.CrossRefGoogle Scholar
Pinar, H. (2016). Emission manipulation of Volkswagen (VW) Group's diesel cars and its legal results. Journal of Istanbul University Law Faculty, 74(2), 843–875.Google Scholar
Qiu, S., Dooley, L. M., & Xie, L. (2020). How servant leadership and self-efficacy interact to affect service quality in the hospitality industry: A polynomial regression with response surface analysis. Tourism Management, 78, 1–12.CrossRefGoogle Scholar
Rachmawati, A. W., & Lantu, D. C. (2014). Servant leadership theory development & measurement. Social and Behavioral Sciences, 115, 387–393.Google Scholar
Randall, D. M., & Fernandes, M. F. (1991). The social desirability response bias in ethics research. Journal of Business Ethics, 10(11), 805–817.CrossRefGoogle Scholar
Saleem, F., Zhang, Y., Gopinath, C., & Adeel, A. (2020). Impact of servant leadership on performance: The mediating role of affective and cognitive trust. Sage Open, 10(1), 1–16 .CrossRefGoogle Scholar
Sargut, S. (2001). Kulturler arasi farklilasma ve yonetim. Ankara: Verso Yayincilik.Google Scholar
Shalini, S., & Poornima, M. (2016). Understanding the roles of organizational identification, trust and corporate ethical values in employee engagement–organizational citizenship behavior relationship: A study on Indian managers. Management and Labor Studies, 41(4), 314–330.Google Scholar
Sharma, S. K., Sharma, H., & Dwivedi, Y. K. (2019). A hybrid SEM-neural network model for predicting determinants of mobile payment services. Information Systems Management, 36(3), 243–261.CrossRefGoogle Scholar
Shaw, K. H., & Liao, H. Y. (2021). Does benevolent leadership promote follower unethical pro-organizational behavior? A social identity perspective. Journal of Leadership & Organizational Studies, 28(1), 31–44.CrossRefGoogle Scholar
Shmueli, G., Sarstedt, M., Hair, J. F., Cheah, J. H., Ting, H., Vaithilingam, S., & Ringle, C. R. (2019). Predictive model assessment in PLS-SEM: Guidelines for using PLSpredict. European Journal of Marketing, 53(11), 2322–2347.CrossRefGoogle Scholar
Skarlicki, D. P., & Folger, R. (1997). Retaliation in the workplace: The role of distributive, procedural, and interactional justice. Journal of Applied Psychology, 82, 434–443.CrossRefGoogle Scholar
SmartPLS. (2020). Model fit. SmartPLS. https://www.smartpls.com/documentation/algorithms-and-techniques/model-fit., November 10, 2020.Google Scholar
SPSS (2018). IBM SPSS neural networks 24. Somers, NY: IBM Corp.Google Scholar
Su, L., & Swanson, S. R. (2019). Perceived corporate social responsibility's impact on the well-being and supportive green behaviors of hotel employees: The mediating role of the employee-corporate relationship. Tourism Management, 72, 437–450.CrossRefGoogle Scholar
Sullivan, D., Mitchell, M., & Uhl-Bien, M. (2003). The new conduct of business: How LMX can help capitalize on cultural diversity. In Graen, G. (Ed.), Dealing with diversity (pp. 183–218). Greenwich, CT: Information Age Publishing.Google Scholar
Tenenhaus, M., Vinzi, V. E., Chatelin, Y. M., & Lauro, C. (2005). PLS path modeling. Computational Statistics & Data Analysis, 48(1), 159–205.CrossRefGoogle Scholar
Thau, S., Aquino, K., & Poortvliet, P. M. (2007). Self-defeating behaviors in organizations: The relationship between thwarted belonging and interpersonal work behaviors. Journal of Applied Psychology, 92, 840–847.CrossRefGoogle ScholarPubMed
Thomas, W. H. (2015). The incremental validity of organizational commitment, organizational trust, and organizational identification. Journal of Vocational Behavior, 88, 154–163.Google Scholar
Triandis, H. C. (1988). Collectivism v. individualism: A reconceptualization of a basic concept in cross-cultural social psychology. In Verma, G.K. & Bagley, C. (Eds.), Cross-cultural studies of personality, attitudes and cognition (pp. 60–95). London: Palgrave Macmillan.CrossRefGoogle Scholar
Triandis, H. C., Bontempo, R., Villareal, M. J., Asai, M., & Lucca, N. (1988). Individualism and collectivism: Cross-cultural perspectives on self-ingroup relationships. Journal of Personality and Social Psychology, 54(2), 323.CrossRefGoogle Scholar
Trompenaars, F., & Voerman, E. (2009). Servant leadership across cultures: Harnessing the strength of the world's most powerful leadership philosophy. Infinite Ideas.Google Scholar
Umphress, E. E., & Bingham, J. B. (2011). When employees do bad things for good reasons: Examining unethical pro-organizational behaviors. Organization Science, 22, 621–640.CrossRefGoogle Scholar
Umphress, E. E., Bingham, J. B., & Mitchell, M. S. (2010). Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior. Journal of Applied Psychology, 95(4), 769–780.CrossRefGoogle ScholarPubMed
Umphress, E. E., Gardner, R. G., Stoverink, A. C., & Leavitt, K. (2020). Feeling activated and acting unethically: The influence of activated mood on unethical behavior to benefit a teammate. Personnel Psychology, 73(1), 95–123.CrossRefGoogle Scholar
Urbach, N., & Ahlemann, F. (2010). Structural equation modeling in information systems research using partial least squares. Journal of Information Technology Theory and Application, 11(2), 5–40.Google Scholar
Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228–1261.CrossRefGoogle Scholar
Van Dierendonck, D., & Nuijten, I. (2011). The servant leadership survey: Development and validation of a multidimensional measure. Journal of Business and Psychology, 26(3), 249–267.CrossRefGoogle ScholarPubMed
Vriend, T., Said, R., Janssen, O., & Jordan, J. (2020). The dark side of relational leadership: Positive and negative reciprocity as fundamental drivers of follower's intended pro-leader and pro-self unethical behavior. Frontiers in Psychology, 11, 1473.CrossRefGoogle ScholarPubMed
Wang, T., Long, L., Zhang, Y., & He, W. (2019). A social exchange perspective of employee–organization relationships and employee unethical pro-organizational behavior: The moderating role of individual moral identity. Journal of Business Ethics, 159(2), 473–489.CrossRefGoogle Scholar
Wasti, S. A. (2003). The influence of cultural values on antecedents of organizational commitment: An individual level analysis. Applied Psychology: An International Review, 52(4), 533–554.CrossRefGoogle Scholar
Wasti, S. A., Tan, H. H., & ve Erdil, S. E. (2011). Antecedents of trust across foci: A comparative study of Turkey and China. Management and Organization Review, 7(2), 279–302.CrossRefGoogle Scholar
Wetzels, M., Schröder, G. O., & Van Oppen, C. (2009). Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS Quarterly, 33(1), 177–195.CrossRefGoogle Scholar
Wu, L. Z., Tse, E. C. Y., Fu, P., Kwan, H. K., & Liu, J. (2013). The impact of servant leadership on hotel employees’ ‘servant behavior’. Cornell Hospitality Quarterly, 54(4), 383–395.CrossRefGoogle Scholar
Yamagishi, T., Hashimoto, H., & Schug, J. (2008). Preferences versus strategies as explanations for culture-specific behavior. Psychological Science, 19(6), 579–584.CrossRefGoogle ScholarPubMed
Yan, H., Hu, X., & Wu, C. H. (2021). When and how can organizational punishment stop unethical pro-organizational behaviors in hospitality? International Journal of Hospitality Management, 94, 102811.CrossRefGoogle Scholar
Zhang, Y., Zheng, Y., Zhang, L., Xu, S., Liu, X., & Chen, W. (2021). A meta-analytic review of the consequences of servant leadership: The moderating roles of cultural factors. Asia Pacific Journal of Management, 38, 371–400.CrossRefGoogle Scholar
Zou, W. C., Tian, Q., & Liu, J. (2015). Servant leadership, social exchange relationships, and follower's helping behavior: Positive reciprocity belief matters. International Journal of Hospitality Management, 51, 147–156.CrossRefGoogle Scholar