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From bad to worse: Follower reactions to escalating unethical behaviors of leaders

Published online by Cambridge University Press:  30 January 2025

Ethan P. Waples Open the ORCID record for Ethan P. Waples [Opens in a new window] ,
Holly K. Osburn ,
Matthew Leon  and
Victoria P. McKee Open the ORCID record for Victoria P. McKee [Opens in a new window]
Ethan P. Waples*
Affiliation:
College of Business, Metropolitan State University of Denver, Denver, USA
Holly K. Osburn
Affiliation:
College of Business, University of Central Oklahoma, Edmond, USA
Matthew Leon
Affiliation:
Coggin College of Business, University of North Florida, Jacksonville, USA
Victoria P. McKee
Affiliation:
College of Business, University of Central Oklahoma, Edmond, USA
*
Corresponding author: Ethan P. Waples; Email: [email protected]
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Abstract

The present study focuses on the Charismatic, Ideological, and Pragmatic Theory of leadership, examining how sensemaking mitigates follower reactions after unethical leader behavior. We examine the impact of ethical misconduct type on follower outcomes, specifically whether CIP leaders are able to justify unethical behavior to maintain follower attitudes toward the leader. Participants assumed the role of an employee for a fictional oil and gas exploration company, encountering the company’s C, I, or P chief executive officer (CEO) through a video-taped speech discussing the state and vision of the organization. Participants read ethical misconduct related to “people” or ethical misconduct related to “tasks or resources” by the organization’s CEO. Finally, participants were provided (or not provided) a video-taped justification of the ethical misconduct. A three-way interaction revealed the impact of ethical misconduct type is key to leader sensemaking. Implications are discussed.

Keywords

leadership theoriesethicsvalueswork-related attitudes/behaviorsCIP model of leadershipunethical leadershiptrust in leader
Type
Research Article
Information
Journal of Management & Organization , First View
Copyright
© The Author(s), 2025. Published by Cambridge University Press in association with Australian and New Zealand Academy of Management.

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