The Loyalty Paradox: Why Do Inspirational Leaders Trigger Ethical Deviance? A Study on Unethical Pro-Organizational Behavior
DOI:
https://doi.org/10.55927/ijbae.v5i3.29Keywords:
Transformational Leadership, Unethical Pro-organizational Behavior, Organizational Identification, Moral Identity, SEM-PLSAbstract
This research examines the influence of transformational leadership on Unethical Pro-Organizational Behavior (UPB), with organizational identification as a mediator and moral identity as a moderator. Employing a quantitative PLS-SEM approach, data were collected from 234 employees within the Regional Office of the Directorate General of Taxes (DJP) for West Sumatra and Jambi. The results indicate that transformational leadership has a significant positive effect on UPB, both directly and indirectly through the mediation of organizational identification. This leadership style is proven to strengthen employee identification with the organization; however, it simultaneously risks triggering unethical actions for the benefit of the institution. Furthermore, the test results reveal that moral identity is unable to moderate the relationship between organizational identification and UPB.
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