Contributors

Our research investigates the impact of amoral management—a type of leadership approach that is devoid of ethical considerations, or simply, leadership’s failure to respond to situations that have ethical implications—on employees and organizations. We also examine the connection between amoral management and unethical behavior, which has implications in the real estate industry.

Profits are essential to managing a business, but can an emphasis on the bottom-line impact employees? Our research examines how supervisors with high bottom-line mentality garner negative perceptions from employees, leading to decreased employee performance.

At every firm, there are employees who will adhere to a strict ethical standard and those who value performance above all else. Our team examined what happens when there are disparities in ethical practice and job performance between employees and how ethics may have unintended consequences on the social landscape of your office.

In this article, we study the relationship between ethical leadership and employee deviance and turnover intentions, considering the role of hindrance stress from the leader and the job. Our findings show that ethical leaders who also impose additional demands are perceived to miss the mark in providing proper social support are likely to have deviant or withdrawing employees.