Drawing on social psychology, cognitive psychology, and personality theories, I argue that transformational leaders do not engage in unethical decision-making process despite pressures toward unethical practices. I show that moral intensity and conformity, moral reasoning, and ego strength are...

The present article explores the cognitive and social psychological antecedents of employees’ attitude toward organizational change. I argue that well-informed employees with high social support are more likely to develop a favorable attitude toward organizational change efforts