The motivation and inhibition of breaking the rules:Personal values structures predict unethicality

© 2015 Elsevier Inc. We theorized and tested the relationship of personal value systems with unethical attitudes and behavior. Results from three studies using 16 diverse multi-national samples (N= 107,087) demonstrated the complexity of motivations underlying unethicality. Across contexts and cultures, for attitudes (Study 1 meta-analysis) and behaviors in the lab (Study 2) and in real-life (Study 3), we consistently found that the values theory circumplex structure predicted the inhibition and motivation of unethicality. Unethicality was positively associated with self-enhancement values and negatively associated with self-transcendence and conservation values. However, self-transcendence and conservation values were associated with the inhibition of different types of unethicality. The relationship of openness-to-change values with unethicality was generally positive but the effect size varied depending on context.Link_to_subscribed_fulltex

Transformational Leadership and Voice:When Does Felt Obligation to the Leader Matter?

Drawing on the notion that felt obligation is an important motivation variable that drives employees’ behavior, this study examines how leaders can evoke felt obligation in followers and to what extent such obligation can subsequently promote follower voice behavior. Using data from 384 Chinese employees and their 130 managers, we find that followers’ felt obligation to the leader (FOTL) serves as a mediator in the relationship between transformational leadership and employee voice behavior and that the mediation effect of FOTL is moderated by followers’ power distance orientation (PDO), such that the mediation effect is significant only for employees with low PDO. The theoretical and practical implications of these findings are discussed

Huawei the Ren Zhengfei Way: The "Tough Guy" and His Corporate Philosophy

This case mainly describes the leadership of Ren Zhengfei, the founder of Huawei technologies co., LTD., focusing on how his leadership behavior embodies the distinctive style of "paternalistic leadership", what challenges he now faces, and how to adjust leadership style. In founding Huawei, Ren integrated his military experience into the enterprise culture and system construction, emphasizing qualities like clear goalsetting, discipline, sacrifice, and absolute obedience. At the same time, he adheres to the idea of "taking care of the troops" and rewards employees with high salaries. Under this system, Huawei has become a fierce and progressive enterprise and has developed rapidly. However, with the change of market environment and employee characteristics, this management model has began to expose more and more problems, causing a decline in both corporate performance and employee satisfaction. Huawei must conduct fundamental changes in business, culture and management systems