The effect of leader moral disengagement and influence tactics on follower cognitions and ethical sensemaking

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dc.contributor.advisorConnelly, Shane
dc.contributor.authorJohnson, James
dc.contributor.committeeMemberMumford, Michael
dc.contributor.committeeMemberDevenport, Lynn
dc.contributor.committeeMemberSong, Hairong
dc.contributor.committeeMemberBuckley, Michael
dc.date.accessioned2014-12-15T15:01:15Z
dc.date.available2014-12-15T15:01:15Z
dc.date.issued2014-12
dc.date.manuscript2014
dc.description.abstractDuring times of organizational crisis followers often rely on their leader’s experience and knowledge to provide ethical guidance. However, crises also provide leaders increased opportunity to influence followers to commit unethical acts. The current study examined how leaders use deliberate strategies like moral disengagement and proactive influence tactics to achieve follower compliance. Using a model of ethical sensemaking, results indicate follower sensemaking processes and behaviors were significantly affected by leader strategies. Overall, a leader’s use of proactive influence tactics significantly impacted follower moral disengagement, forecasting, and ethical decision making. Additionally, leader moral disengagement and specific strategy pairs significantly influenced follower conformity and collusion with their leader to act unethically. Implications regarding theoretical contributions and practical implications are discussed.en_US
dc.identifier.urihttp://hdl.handle.net/11244/13886
dc.languageen_USen_US
dc.subjectLeadershipen_US
dc.subjectFollowershipen_US
dc.subjectMoral Disengagementen_US
dc.subjectInfluence Tacticsen_US
dc.subjectEthical Decision Makingen_US
dc.subjectOrganizational Ethicsen_US
dc.thesis.degreePh.D.en_US
dc.titleThe effect of leader moral disengagement and influence tactics on follower cognitions and ethical sensemakingen_US
ou.groupCollege of Arts and Sciences::Department of Psychologyen_US
shareok.nativefileaccessrestricteden_US

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