Sanders Stacey, Wisse Barbara, Van Yperen Nico W, Rus Diana
1Department of Work and Organizational Psychology, University of Groningen, Grote Kruisstraat 2/1, 9712 TS Groningen, The Netherlands.
2Durham Business School, Durham University, Mill Hill Lane, Durham, DH1 3LB United Kingdom.
J Bus Ethics. 2018;150(3):631-645. doi: 10.1007/s10551-016-3180-0. Epub 2016 May 3.
The popular media has repeatedly pointed to pride as one of the key factors motivating leaders to behave unethically. However, given the devastating consequences that leader unethical behavior may have, a more scientific account of the role of pride is warranted. The present study differentiates between authentic and hubristic pride and assesses its impact on leader ethical behavior, while taking into consideration the extent to which leaders find it important to their self-concept to be a moral person. In two experiments we found that with higher levels of moral identity, authentically proud leaders are more likely to engage in ethical behavior than hubristically proud leaders, and that this effect is mediated by leaders' motivation to act selflessly. A field survey among organizational leaders corroborated that moral identity may bring the positive effect of authentic pride and the negative effect of hubristic pride on leader ethical behavior to the forefront.
大众媒体一再指出，骄傲是促使领导者做出不道德行为的关键因素之一。然而，鉴于领导者不道德行为可能带来的毁灭性后果，有必要对骄傲的作用进行更科学的阐述。本研究区分了真实的骄傲和傲慢的骄傲，并评估了其对领导者道德行为的影响，同时考虑到领导者认为成为一个有道德的人对其自我概念的重要程度。在两项实验中，我们发现，在道德认同水平较高的情况下，真正骄傲的领导者比傲慢骄傲的领导者更有可能做出道德行为，而且这种影响是由领导者无私行动的动机介导的。一项针对组织领导者的实地调查证实，道德认同可能会使真实骄傲对领导者道德行为的积极影响和傲慢骄傲的消极影响凸显出来。
