No CrossRef data available.
Article contents
Harnessing Transformational Leadership to Curb Unethical Pro-Group Behavior: Roles of Group Potency and Leader–Organization Fit
Published online by Cambridge University Press: 05 January 2026
Abstract
Previous research mainly emphasizes relational factors that drive employees to engage in unethical behaviors to benefit their group, overlooking the role of ability-related mechanisms. However, understanding the ability-related mechanisms not only deepens our insight into unethical pro-group behaviors but also informs effective strategies for reducing such behaviors. Drawing upon social cognitive theory, we propose that employees who perceive low group potency are more likely to engage in unethical pro-group behaviors. In this regard, transformational leadership can reduce these unethical behaviors by increasing employees’ perception of group potency. Furthermore, we suggest that this effect is particularly salient when employees perceive a high leader–organization fit. We conducted an experiment and a multi-source, multi-wave field study to empirically test this theoretical model. Our research contributes to the literature on behavioral ethics and transformational leadership and provides practical implications for reducing unethical pro-group behaviors in the workplace.
摘要
针对员工亲团队不道德行为, 现有研究多聚焦于关系性因素的影响, 而较少关注与能力相关的机制。然而, 对能力相关机制的探讨不仅能深化对其前因的理解, 也能为制定干预策略提供新视角。基于社会认知理论, 本文提出, 当员工感知到较低的群体效能时, 更可能采取亲团队不道德行为; 而变革型领导能够通过提升员工群体效能感知来减少此类行为。此外, 在员工感知到较高的领导—组织匹配时, 变革型领导的影响更为显著。通过一项实验研究以及一项多来源、三阶段的问卷调查研究, 本文系统验证了上述理论模型。此研究不仅丰富了行为伦理与变革型领导相关领域的文献, 也为在工作场所减少员工亲团队不道德行为提供了实践启示。
Keywords
Information
- Type
- Article
- Information
- Copyright
- © The Author(s), 2026. Published by Cambridge University Press on behalf of International Association for Chinese Management Research.
References
Aiken, L. S., & West, S. G. 1991. Multiple regressions: Testing and interpreting interactions. Newbury Park, CA: Sage.Google Scholar
Anderson, C., Spataro, S. E., & Flynn, F. J. 2008. Personality and organizational culture as determinants of influence. Journal of Applied Psychology, 93(3): 702–710.CrossRefGoogle ScholarPubMed
Arnold, K. A. 2017. Transformational leadership and employee psychological well-being: A review and directions for future research. Journal of Occupational Health Psychology, 22(3): 381–393.CrossRefGoogle ScholarPubMed
Ashkanasy, N. M., & Tse, B. 2000. Transformational leadership as management of emotion: A conceptual review. In Ashkanasy, N. M., Härtel, C. E., & Zerbe, W. J. (Eds.), Emotions in the workplace: Research, theory, and practice: 221–235. Wesport: Quorum Books/Greenwood Publishing Group.Google Scholar
Balko, R. 2011. Driven by drug war incentives, cops target pot smokers, brush off victims of violent crime. The Huffington Post. Available from URL: https://www.huffpost.com/entry/drug-war-incentives-police-violent-crime_n_1105701Google Scholar
Bandura, A. 1977. Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2): 191–215.CrossRefGoogle Scholar
Bandura, A. 1986. The explanatory and predictive scope of self-efficacy theory. Journal of Social and Clinical Psychology, 4(3): 359–373.CrossRefGoogle Scholar
Bandura, A. 1989. Human agency in social cognitive theory. American Psychologist, 44(9): 1175–1184.CrossRefGoogle ScholarPubMed
Bandura, A. 2006. Toward a psychology of human agency. Perspectives on Psychological Science, 1(2): 164–180.CrossRefGoogle Scholar
Bass, B. M. 1990. From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3): 19–36.CrossRefGoogle Scholar
Bass, B. M., & Avolio, B. J. 1990. Transformational leadership development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Consulting Psychologists Press.Google Scholar
Bass, B. M., & Avolio, B. J. 1994. Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.Google Scholar
Bass, B. M., & Steidlmeier, P. 1999. Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2): 181–217.CrossRefGoogle Scholar
Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. 2003. Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2): 207–218.CrossRefGoogle ScholarPubMed
Bono, J. E., & Judge, T. A. 2003. Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 46(5): 554–571.CrossRefGoogle Scholar
Brass, D. J., Butterfield, K. D., & Skaggs, B. C. 1998. Relationships and unethical behavior: A social network perspective. Academy of Management Review, 23(1): 14–31.CrossRefGoogle Scholar
Brislin, R. W. 1980. Translation and content analysis of oral and written material. In Triandis, H. C. & Berry, J. W. (Eds.), Handbook of crosscultural psychology, vol. 2: 349–444. Boston, MA: Allyn & Bacon.Google Scholar
Brown, S. P., Cron, W. L., & Slocum, J. W. 1998. Effects of trait competitiveness and perceived intraorganizational competition on salesperson goal setting and performance. Journal of Marketing, 62(4): 88–98.CrossRefGoogle Scholar
Cable, D. M., & Judge, T. A. 1997. Interviewers’ perceptions of person–organization fit and organizational selection decisions. Journal of Applied Psychology, 82(4): 546–561.CrossRefGoogle ScholarPubMed
Carless, S. A. 2005. Person–job fit versus person–organization fit as predictors of organizational attraction and job acceptance intentions: A longitudinal study. Journal of Occupational and Organizational Psychology, 78(3): 411–429.CrossRefGoogle Scholar
Chan, D. 2009. So why ask me? Are self-report data really that bad? In Lance, C. E. & Vandenberg, R. J. (Eds.), Statistical and methodological myths and urban legends: Doctrine, verity and fable in the organizational and social sciences: 309–336. New York: Routledge.Google Scholar
Chen, M., & Chen, C. C. 2023. The moral dark side of performance pressure: How and when it affects unethical pro-organizational behavior. The International Journal of Human Resource Management, 34(7): 1359–1389.CrossRefGoogle Scholar
Chen, Z., Zhu, J., & Zhou, M. 2015. How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self-identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100(2): 511–521.CrossRefGoogle Scholar
Cheng, K., Zhu, Q., & Lin, Y. 2022. Family-supportive supervisor behavior, felt obligation, and unethical pro-family behavior: The moderating role of positive reciprocity beliefs. Journal of Business Ethics, 177(2): 261–273.CrossRefGoogle Scholar
Cialdini, R. B., Petrova, P. K., & Goldstein, N. J. 2004. The hidden costs of organizational dishonesty. MIT Sloan Management Review, 45(3): 67–73.Google Scholar
De Cremer, D., & Moore, C. 2020. Toward a better understanding of behavioral ethics in the workplace. Annual Review of Organizational Psychology and Organizational Behavior, 7(1): 369–393.CrossRefGoogle Scholar
de Jong, A., de Ruyter, K., & Wetzels, M. 2005. Antecedents and consequences of group potency: A study of self-managing service teams. Management Science, 51(11): 1610–1625.CrossRefGoogle Scholar
Dennerlein, T., & Kirkman, B. L. 2022. The hidden dark side of empowering leadership: The moderating role of hindrance stressors in explaining when empowering employees can promote moral disengagement and unethical pro-organizational behavior. Journal of Applied Psychology, 107(12): 2220–2242.CrossRefGoogle ScholarPubMed
DesJardins, N. M. L., Srivastava, S., Küfner, A. C. P., & Back, M. D. 2015. Who attains status? Similarities and differences across social contexts. Social Psychological and Personality Science, 6(6): 692–700.CrossRefGoogle Scholar
Detert, J. R., & Burris, E. R. 2007. Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4): 869–884.CrossRefGoogle Scholar
Dotan-Eliaz, O., Sommer, K. L., & Rubin, Y. S. 2009. Multilingual groups: Effects of linguistic ostracism on felt rejection and anger, coworker attraction, perceived team potency, and creative performance. Basic and Applied Social Psychology, 31(4): 363–375.CrossRefGoogle Scholar
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. 2002. Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(4): 735–744.CrossRefGoogle Scholar
Effelsberg, D., Solga, M. 2015 Transformational leaders’ in-group versus out-group orientation: Testing the link between leaders’ organizational identification, their willingness to engage in unethical pro-organizational behavior, and follower-perceived transformational leadership. Journal of Business Ethics, 126(4): 581–590.CrossRefGoogle Scholar
Effelsberg, D., Solga, M., & Gurt, J. 2014. Transformational leadership and follower’s unethical behavior for the benefit of the company: A two-study investigation. Journal of Business Ethics, 120(1): 81–93.CrossRefGoogle Scholar
Eisenberger, R., Karagonlar, G., Stinglhamber, F., Neves, P., Becker, T. E., Gonzalez-Morales, M. G., & Steiger-Mueller, M. 2010. Leader–member exchange and affective organizational commitment: The contribution of supervisor’s organizational embodiment. Journal of Applied Psychology, 95(6): 1085–1103.CrossRefGoogle ScholarPubMed
Elias, R. Z. 2009. The impact of anti-intellectualism attitudes and academic self-efficacy on business students’ perceptions of cheating. Journal of Business Ethics, 86: 199–209.2CrossRefGoogle Scholar
Evans, M. G. 1985. A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis. Organizational Behavior and Human Decision Processes, 36(3): 305–323.CrossRefGoogle Scholar
Goette, L., Huffman, D., Meier, S., & Sutter, M. 2012. Competition between organizational groups: Its impact on altruistic and antisocial motivations. Management Science, 58(5): 948–960.CrossRefGoogle Scholar
Gully, S. M., Incalcaterra, K. A., Joshi, A., & Beaubien, J. M. 2002. A meta-analysis of team-efficacy, potency, and performance: Interdependence and level of analysis as moderators of observed relationships. Journal of Applied Psychology, 87(5): 819–832.CrossRefGoogle ScholarPubMed
Guzzo, R. A., Yost, P. R., Campbell, R. J., & Shea, G. P. 1993. Potency in groups: Articulating a construct. British Journal of Social Psychology, 32(1): 87–106.CrossRefGoogle ScholarPubMed
Hannah, S. T., Schaubroeck, J. M., & Peng, A. C. 2016. Transforming followers’ value internalization and role self-efficacy: Dual processes promoting performance and peer norm-enforcement. Journal of Applied Psychology, 101(2): 252–266.CrossRefGoogle ScholarPubMed
Hayes, A. F. 2012. PROCESS: A versatile computational tool for observed variable mediation, moderation, and conditional process modeling [White paper]. [Cited 8 March 2023]. Available from URL: http://www.afhayes.com/public/process2012.pdfGoogle Scholar
Hecht, T. D., Allen, N. J., Klammer, J. D., & Kelly, E. C. 2002. Group beliefs, ability, and performance: The potency of group potency. Group Dynamics: Theory, Research, and Practice, 6(2): 143–152.CrossRefGoogle Scholar
Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. 2011. Person-organization value congruence: How transformational leaders influence work group effectiveness. Academy of Management Journal, 54(4): 779–796.CrossRefGoogle Scholar
Hogan, R., & Kaiser, R. B. 2005. What we know about leadership. Review of General Psychology, 9(2): 169–180.CrossRefGoogle Scholar
Hogg, M. A. 2001. A social identity theory of leadership. Personality and Social Psychology Review, 5(3): 184–200.CrossRefGoogle Scholar
Horstmeier, C. A. L., Boer, D., Homan, A. C., & Voelpel, S. C. 2017. The differential effects of transformational leadership on multiple identifications at work: A meta-analytic model. British Journal of Management, 28(2): 280–298.CrossRefGoogle Scholar
Ivcevic, Z., Menges, J. I., & Miller, A. 2020. How common is unethical behavior in US organizations. Harvard Business Review. Available from URL: https://hbr.org/2020/03/how-common-is-unethical-behavior-in-u-s-organizationsGoogle Scholar
Johnson, M. D., Morgeson, F. P., & Hekman, D. R. 2012. Cognitive and affective identification: Exploring the links between different forms of social identification and personality with work attitudes and behavior. Journal of Organizational Behavior, 33(8): 1142–1167.CrossRefGoogle Scholar
Jung, D. I., & Avolio, B. J. 1999. Effects of leadership style and followers’ cultural orientation on performance in group and individual task conditions. Academy of Management Journal, 42(2): 208–218.CrossRefGoogle Scholar
Kark, R., Shamir, B., & Chen, G. 2003. The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2): 246–255.CrossRefGoogle ScholarPubMed
Kauffeld, S. 2006. Self-directed work groups and team competence. Journal of Occupational and Organizational Psychology, 79(1): 1–21.CrossRefGoogle Scholar
Kilduff, G. J., Galinsky, A. D., Gallo, E., & Reade, J. J. 2016. Whatever it takes to win: Rivalry increases unethical behavior. Academy of Management Journal, 59(5): 1508–1534.CrossRefGoogle Scholar
Kish-Gephart, J. J., Harrison, D. A., & Treviño, L. K. 2010. Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work. Journal of Applied Psychology, 95(1): 1–31.CrossRefGoogle ScholarPubMed
Kistruck, G. M., Lount, R. B., Smith, B. R., Bergman, B. J., & Moss, T. W. 2016. Cooperation vs. competition: Alternative goal structures for motivating groups in a resource scarce environment. Academy of Management Journal, 59(4): 1174–1198.CrossRefGoogle Scholar
Klein, K. J., Conn, A. B., Smith, D. B., & Sorra, J. S. 2001. Is everyone in agreement? An exploration of within-group agreement in employee perceptions of the work environment. Journal of Applied Psychology, 86(1): 3–16.CrossRefGoogle ScholarPubMed
Koh, D., Lee, K., & Joshi, K. 2019. Transformational leadership and creativity: A meta-analytic review and identification of an integrated model. Journal of Organizational Behavior, 40(6): 625–650.CrossRefGoogle Scholar
Kouzes, J. M., & Posner, B. Z. 2011. Credibility: How leaders gain and lose it, why people demand it. San Francisco, CA: Jossey-Bass.CrossRefGoogle Scholar
Kovjanic, S., Schuh, S. C., & Jonas, K. 2013. Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement. Journal of Occupational and Organizational Psychology, 86(4): 543–555.CrossRefGoogle Scholar
Kristof, A. L. 1996. Person-organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1): 1–49.CrossRefGoogle Scholar
Kristof‐Brown, A. L. 2000. Perceived applicant fit: distinguishing between recruiters’ perceptions of person-job and person-organization fit. Personnel Psychology, 53(3): 643–671.CrossRefGoogle Scholar
Kuvaas, B., & Dysvik, A. 2009. Perceived investment in employee development, intrinsic motivation and work performance. Human Resource Management Journal, 19(3): 217–236.CrossRefGoogle Scholar
Lee, A., Schwarz, G., Newman, A., & Legood, A. 2019. Investigating when and why psychological entitlement predicts unethical pro-organizational behavior. Journal of Business Ethics, 154(1): 109–126.CrossRefGoogle Scholar
Lester, S. W., Meglino, B. M., & Korsgaard, M. A. 2002. The antecedents and consequences of group potency: A longitudinal investigation of newly formed work groups. Academy of Management Journal, 45(2): 352–368.CrossRefGoogle Scholar
Litman, L., Robinson, J., & Abberbock, T. 2017. TurkPrime.com: A versatile crowdsourcing data acquisition platform for the behavioral sciences. Behavior Research Methods, 49(2): 433–442.CrossRefGoogle ScholarPubMed
Little, T. D., Cunningham, W. A., Shahar, G., & Widaman, K. F. 2002. To parcel or not to parcel: Exploring the question, weighing the merits. Structural Equation Modeling: A Multidisciplinary Journal, 9(2): 151–173.CrossRefGoogle Scholar
Loi, T. I., Feng, Z., Kuhn, K. M., & Tripp, T. M. 2022. When and how underdog expectations promote cheating behavior: The roles of need fulfillment and general self-efficacy. Journal of Business Ethics, 181(2): 375–395.CrossRefGoogle Scholar
Loignon, A. C., Woehr, D. J., Loughry, M. L., & Ohland, M. W. 2019. Elaborating on team-member disagreement: Examining patterned dispersion in team-level constructs. Group & Organization Management, 44(1): 165–210.CrossRefGoogle Scholar
Mathieu, J. E., Maynard, M. T., Rapp, T., & Gilson, L. 2008. Team effectiveness 1997–2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34(3): 410–476.CrossRefGoogle Scholar
Mesdaghinia, S., Rawat, A., & Nadavulakere, S. 2019. Why moral followers quit: Examining the role of leader bottom-line mentality and unethical pro-leader behavior. Journal of Business Ethics, 159(2): 491–505.CrossRefGoogle Scholar
Mitchell, M. S., Baer, M. D., Ambrose, M. L., Folger, R., & Palmer, N. F. 2018. Cheating under pressure: A self-protection model of workplace cheating behavior. Journal of Applied Psychology, 103(1): 54–73.CrossRefGoogle ScholarPubMed
Muthén, L. K., & Muthén, B. O. 2017 Mplus user’s guide (8th ed.). Los Angeles, CA: Muthén & Muthén.Google Scholar
Nalbantian, H. R., & Schotter, A. 1997. Productivity under group incentives: An experimental study. The American Economic Review, 87(3): 314–341.Google Scholar
Neubert, M., Taggar, S., & Cady, S. 2006. The role of conscientiousness and extraversion in affecting the relationship between perceptions of group potency and volunteer group member selling behavior: An interactionist perspective. Human Relations, 59(9): 1235–1260.CrossRefGoogle Scholar
Newman, G. E., & Cain, D. M. 2014. Tainted altruism: When doing some good is evaluated as worse than doing no good at all. Psychological Science, 25(3): 648–655.CrossRefGoogle ScholarPubMed
O’Neill, T. A., McLarnon, M. J. W., Xiu, L., & Law, S. J. 2016. Core self-evaluations, perceptions of group potency, and job performance: The moderating role of individualism and collectivism cultural profiles. Journal of Occupational and Organizational Psychology, 89(3): 447–473.CrossRefGoogle Scholar
Piest, S., & Schreck, P. 2021. Contests and unethical behavior in organizations: A review and synthesis of the empirical literature. Management Review Quarterly, 71(4): 679–721.CrossRefGoogle Scholar
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. 2003. Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5): 879–903.CrossRefGoogle ScholarPubMed
Preacher, K. J., Rucker, D. D., & Hayes, A. F. 2007. Addressing moderated mediation hypotheses: Theory, methods, and prescriptions. Multivariate Behavioral Research, 42(1): 185–227.CrossRefGoogle ScholarPubMed
Putarek, V., & Pavlin-Bernardić, N. 2020. The role of self-efficacy for self-regulated learning, achievement goals, and engagement in academic cheating. European Journal of Psychology of Education, 35(3): 647–671.CrossRefGoogle Scholar
Rogers, W. H. 1993. Regression standard errors in clustered samples. Stata Technical Bulletin, 13: 19–23.Google Scholar
Schaubroeck, J., Lam, S. S. K., & Cha, S. E. 2007. Embracing transformational leadership: Team values and the impact of leader behavior on team performance. Journal of Applied Psychology, 92(4): 1020–1030.CrossRefGoogle ScholarPubMed
Selig, J. P., & Preacher, K. J. 2008. Monte Carlo method for assessing mediation: An interactive tool for creating confidence intervals for indirect effects [Computer software]. [Cited 3 August 2023]. Available from URL: http://quantpsy.orgGoogle Scholar
Stajkovic, A. D., Lee, D., & Nyberg, A. J. 2009. Collective efficacy, group potency, and group performance: Meta-analyses of their relationships, and test of a mediation model. Journal of Applied Psychology, 94(3): 814–828.CrossRefGoogle ScholarPubMed
Stellar, J. E., & Willer, R. 2018. Unethical and inept? The influence of moral information on perceptions of competence. Journal of Personality and Social Psychology, 114(2): 195–210.CrossRefGoogle ScholarPubMed
Stenmark, C. K., Redfearn, R. A., & Kreitler, C. M. 2021. Self-efficacy and ethical decision-making. Ethics & Behavior, 31(5): 301–320.CrossRefGoogle Scholar
Sun, J., Li, W.-D., Li, Y., Liden, R. C., Li, S. Zhang, X. 2021. Unintended consequences of being proactive? Linking proactive personality to coworker envy, helping, and undermining, and the moderating role of prosocial motivation. Journal of Applied Psychology, 106(2): 250–267.CrossRefGoogle ScholarPubMed
Thau, S., Derfler-Rozin, R., Pitesa, M., Mitchell, M. S., & Pillutla, M. M. 2015. Unethical for the sake of the group: Risk of social exclusion and pro-group unethical behavior. Journal of Applied Psychology, 100(1): 98–113.CrossRefGoogle Scholar
Treviño, L. K., Den Nieuwenboer, N. A., & Kish-Gephart, J. J. 2014. (Un)ethical behavior in organizations. Annual Review of Psychology, 65(1): 635–640.CrossRefGoogle ScholarPubMed
Treviño, L. K., Weaver, G. R., & Reynolds, S. J. 2006. Behavioral ethics in organizations: A review. Journal of Management, 32(6): 951–990.CrossRefGoogle Scholar
Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. 2014. Followership theory: A review and research agenda. The Leadership Quarterly, 25(1): 83–104.CrossRefGoogle Scholar
Umphress, E. E., Bingham, J. B., & Mitchell, M. S. 2010. Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior. Journal of Applied Psychology, 95(4): 769–780.CrossRefGoogle ScholarPubMed
Van Vianen, A. E. M. 2018. Person–environment fit: A review of its basic tenets. Annual Review of Organizational Psychology and Organizational Behavior, 5(1): 75–101.CrossRefGoogle Scholar
Walumbwa, F. O., Avolio, B. J., & Zhu, W. 2008. How transformational leadership weaves its influence on individual job performance: The role of identification and efficacy beliefs. Personnel Psychology, 61(4): 793–825.CrossRefGoogle Scholar
Wang, T., Long, L., Zhang, Y., & He, W. 2019. A social exchange perspective of employee–organization relationships and employee unethical pro-organizational behavior: The moderating role of individual moral identity. Journal of Business Ethics, 159(2): 473–489.CrossRefGoogle Scholar
Wang, Y., Xiao, S., & Ren, R. 2022. A moral cleansing process: How and when does unethical pro-organizational behavior increase prohibitive and promotive voice. Journal of Business Ethics, 176(1): 175–193.CrossRefGoogle ScholarPubMed
Welsh, D. T., Baer, M. D., Kim, J. K., Thiel, C., & Smith, I. H. 2022. Desirable or deceitful? How social exchange dynamics shape responses to pro-coworker unethical behavior. Personnel Psychology, 75(3): 619–644.CrossRefGoogle Scholar
Yip, J. A., Schweitzer, M. E., & Nurmohamed, S. 2018. Trash-talking: Competitive incivility motivates rivalry, performance, and unethical behavior. Organizational Behavior and Human Decision Processes, 144: 125–144.CrossRefGoogle Scholar
Zhu, J. N. Y., Lam, L. W., Li, Y. N., & Shao, M. Q. 2024. Making our groups better? The roles of moral disengagement and group identification in the learning of pro-group unethical behaviour. Journal of Occupational and Organizational Psychology, 97(4): 1550–1571.CrossRefGoogle Scholar