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The authors investigate the effect of relational leadership on employees' unethical pro-organizational behavior (Zhang & Yao, 2019). The authors focus on moral identity and ethical climate to examine the relationship impact of relational leadership on employees' unethical pro-organizational behaviors. The author defines relational leadership as a type of leadership that leverages trust, diversity, and equality to cultivate employees' ethical behavior. Just as the name suggests, relational leadership strives to cultivate good relationships among stakeholders in an organization (Zhang & Yao, 2019). The author asserts that relational leadership encompasses five dimensions. They are care, fairness, empowerment, vision, and tolerance. Care signifies the interest placed by a leader on organizational issues facing employees. It also demonstrates a leader's willingness to act on issues facing employees (Zhang & Yao, 2019).

Fairness demonstrates the ability of a leader to respect employees regardless of their cultural backgrounds. Empowerment signifies the willingness of a leader to mentor and train employees to widen employees' knowledge base. Vision means a leader's long-term plans for an organization (Zhang & Yao, 2019). A visionary leader shares organizational mission and vision with employees. Lastly, tolerance implies a leader's ability to acknowledge that employees make mistakes.

The authors hypothesize that relational leadership creates a relaxed environment for employees, and it is a comfortable environment that may create opportunities for unethical behaviors. According to the author, the ethical climate has a meditation effect, while moral identity has a moderating effect (Zhang & Yao, 2019).

The sample population in the study comprised 500 participants from 25 organizations in Asia (Zhang & Yao, 2019). To minimize bias in the sample population, researchers ensured that 41.08% were female, while 51.99% were males (Zhang & Yao, 2019). Control variables used in the study were gender, education, experience level, and organization scale. The research results showed that relational leadership has a negative impact on instrumental ethical leadership (P<0.01) (Zhang & Yao, 2019). Relational leadership had a positive impact on a caring, ethical climate (P>0.01) (Zhang & Yao, 2019). Additionally, when moral identity is high, employees exhibit Unethical Pro-Organizational Behavior. When the ethical climate is conducive, employees depict a little tolerance to unethical behaviors. Therefore, moral identity and ethical climate have a negative relationship with UBP (P<0.001) (Zhang & Yao, 2019).

The authors conclude that relational leadership has a considerable influence on the ethics of employees (Zhang & Yao, 2019). Sustainable relational leadership will go to great lengths to minimize cases of unethical behaviors among employees. Moral identity and ethical climate serve as reliable determinants for UBP in organizations (Zhang & Yao, 2019). They influence the level of unethical behavior in organizations (Zhang & Yao, 2019).

References

Zhang , X., & Yao, Z. (2019). Impact of relational leadership on employees’ unethical pro-organizational behavior: A survey based on tourism companies in four countries. Plos One, 14(12).