This study investigates why and when employees’ observations of supervisors’ ostracism of coworkers elicit their own feelings of guilt. In this connection, observers’ silence might function as a mediator, and leader-member exchange quality could moderate the process. The tests of these...

In the team context, leaders usually develop differentiated leader-member exchange relationships with employees, resulting in some employees having relatively inferior relationships with the leader than others. Nevertheless, how and when employees with low relative leader-member exchange (RLMX)...

Building from an interactionist view of ethics, this study sought to integrate individual and contextual factors for understanding ethical perceptions in teams. Given the proximal nature of team members, this study specifically explored how individuals comparatively evaluate their own ethical...

Workplace aggression (bullying, incivility, and similar forms of interpersonal mistreatment) has been established as a prevalent and detrimental issue in organizations. While numerous studies have documented the important role of leaders in inhibiting or accelerating workplace aggression, a...

Unethical pro-organisational behaviour (UPB) is an ongoing concern, prompting the need for more nuanced understanding of the workplace environment most likely to inhibit it. This study considers the role of risk climate, sometimes referred to as risk culture, as well as ethical climate, for...

Ethical work climate (EWC), introduced by Bart Victor and John Cullen, plays a central role in the business ethics literature due to its influence on employee’s ethical decision-making. Yet, the often-used framework is limited as a descriptive and prescriptive model because it lacks a...