August 2019
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61 Reads
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2 Citations
Academy of Management Proceedings
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Publications (4)
July 2012
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13 Reads
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4 Citations
Academy of Management Proceedings
January 2012
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3,381 Reads
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59 Citations
The present study examined the relationship between a person's leadership beliefs and the propensity to justify his or her unethical behavior by shifting responsibility to those people in leadership positions who ordered or condoned the behavior. Theoretical support for this relationship comes from the moral disengagement branch of social cognitive theory, which proposes that one cognitive mechanism people employ to justify unethical behavior involves displacing responsibility for their action onto someone else (Bandura, 1999b). The study's results revealed that leadership self‐efficacy, affective and noncalculative motivation to lead, and shared orientation toward leadership were related to moral disengagement through the displacement of responsibility.
March 2011
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41 Reads
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9 Citations
Employee Responsibilities and Rights Journal
This article examines work to family conflict for Hispanic Business Professionals with varied levels of Hispanic identity. Based on this study of 971 Hispanics from across the United States, results show that level of Hispanic identity moderates the relationship between work to family conflict and job satisfaction. The authors posit that identification with a culture of collectivism may attenuate the negative impact of work to family conflict on job satisfaction, enabling Hispanic professionals to view work as a way of supporting the family and contributing to the greater good of the groups to which they belong. Key wordsdiversity–work-family–identity
Citations (4)
... The initiatives led to positive psychological outcomes like wellbeing, psychological empowerment, affective commitment and employee gratitude. When organisations move beyond psychological contracts gratitude arises (Hinrichs et al., 2019). Organisations can benefit immensely from employee gratitude in terms of organizational resilience, job performance, organizational citizenship behaviour and employee engagement (Fehr et al., 2017;Kaplan et al., 4 2014; Grant & Wrzesniewski, 2010). ...
- Citing Article
August 2019
Academy of Management Proceedings
... Social class is then reflected in the ways that positions are ordered within those hierarchies, with power and authority being formally conferred to those positions higher in the organizational chart. Hinrichs and Hinrichs (2012) explain that organizational hierarchies are characterized by inequality in status, privilege, power, respect, and financial rewards, with greater amounts of each afforded to those ranked higher in the hierarchy. Those above can control the fates of those below: they have the power to give orders that must be followed, evaluate performance, issue reprimands, grant material rewards, and in some cases, forbid those lower from "talking back." ...
- Citing Article
July 2012
Academy of Management Proceedings
... Nevertheless, this result does not support previous literature or our hypothesis. Displacement of responsibility has been related to the justification of violence in aggressive individuals thus far [56,57]. Specifically, cyber-aggression or cyberbullying, bullying, intimate partner violence, etc. [28,[58][59][60]. ...
- Citing Article
- Full-text available
January 2012
... With the increasing participation of women in the labour market, women and men undertake new roles in addition to role interchanges; the former take on more work outside the home, while the latter assume additional duties at home (Annor, 2016;Sümer, Smithson, das Dores Guerreiro, & Granlund, 2008;Wattis, Standing, & Yerkes, 2013). There is limited WFC research on non-Western communities and especially diaspora groups (some exceptions for non-Western contexts are: Lu et al., 2010;Mortazavi, Pedhiwala, Shafiro, & Hammer, 2009;Yang, 2005; for diaspora communities: DelCampo, Rogers, & Hinrichs, 2011;Grzywacz et al., 2007;Roehling, Hermandez Jarvis, & Swope, 2005;Rout, Lewis, & Kagan, 1999). Existing research focuses mostly on macro-level cultural factors, such as differences between individualism/collectivism and values of gender egalitarianism. ...
- Citing Article
March 2011
Employee Responsibilities and Rights Journal