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Linda Klebe Treviño

In: Managing Organizational Deviance

Chapter 3: The Role of Leaders in Influencing Unethical Behavior in the Workplace

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The Role of Leaders in Influencing Unethical Behavior in the Workplace
The role of leaders in influencing unethical behavior in the workplace
Linda KlebeTreviñoMichael E.Brown

After years of focusing on explaining and predicting positive employee attitudes (e.g., job satisfaction, employee commitment) and behaviors (e.g., employee citizenship, work performance), organizational behavior researchers have increasingly turned their attention to understanding what drives costly misconduct in organizations (Bennett & Robinson, 2000; Giacalone & Greenberg, 1997; Robinson & Bennett, 1995; Robinson & O'Leary-Kelly, 1998; Treviño, 1986; Vardi & Wiener, 1996). Although researchers have used a variety of terms to describe such employee behavior (e.g., deviance, antisocial behavior, misbehavior, counterproductive behavior, unethical behavior), all of them share a concern with counternormative behavior intended to harm the organization or its stakeholders (O'Leary-Kelly, Duffy, ...

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