Considering recent corporate scandals, organizations have increased their efforts to curb unethical employee behavior. However, little is known about whether leaders comply with these efforts and how they respond to unethical employee behavior, especially when unethical actions benefit the organization. By integrating arguments from social identity and moral disengagement theories, we develop and test a model to explain how leaders respond to unethical pro-organizational behavior (UPB) among employees. Results from one multi-wave, multi-source field study and one experiment showed that leader perceptions of employee UPB were positively related to leader trust in employees when leaders identified strongly with their organization or when they had a strong propensity to morally disengage. Moreover, the results revealed an important three-way interaction effect. Leaders put considerable trust into UPB-enacting employees when leaders both identified strongly with the organization and showed high levels of moral disengagement. In contrast, they put little trust into UPB-enacting employees when leaders identified weakly with the organization and reported low moral disengagement. Furthermore, results showed that leader trust ultimately translated into perceived leader justice toward employees. These findings provide new and important insights into when organizations can(not) rely on their leaders to manage unethical employee behaviors.

中文翻译：

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领导者是否容忍不道德的亲组织员工行为？领导者组织认同与道德脱离之间复杂的相互作用

考虑到最近发生的公司丑闻，组织已加大力度遏制员工的不道德行为。然而，关于领导者是否遵守这些努力以及他们如何应对不道德的员工行为，尤其是当不道德的行为使组织受益时，我们知之甚少。通过整合来自社会认同和道德脱离理论的论点，我们开发并测试了一个模型来解释领导者如何应对员工中的不道德的亲组织行为 (UPB)。一项多波、多来源的实地研究和一项实验的结果表明，当领导者对他们的组织有强烈认同感或当他们有强烈的道德脱离倾向时，领导者对员工 UPB 的看法与领导者对员工的信任呈正相关。而且，结果揭示了一个重要的三向交互作用。当领导者既认同组织又表现出高度的道德脱节时，领导者就会对执行 UPB 的员工给予相当大的信任。相比之下，当领导者对组织的认同感较弱并报告道德脱离程度低时，他们对采用 UPB 的员工几乎不信任。此外，结果表明领导者信任最终转化为领导者对员工的公平感。这些发现为组织何时可以（不）依赖其领导来管理不道德的员工行为提供了新的重要见解。当领导者对组织的认同感较弱并报告道德疏离度低时，他们对执行 UPB 的员工几乎不信任。此外，结果表明领导者信任最终转化为领导者对员工的公平感。这些发现为组织何时可以（不）依赖其领导来管理不道德的员工行为提供了新的重要见解。当领导者对组织的认同感较弱并报告道德疏离度低时，他们对执行 UPB 的员工几乎不信任。此外，结果表明领导者信任最终转化为领导者对员工的公平感。这些发现为组织何时可以（不）依赖其领导来管理不道德的员工行为提供了新的重要见解。