How Leaders deal with Pro-Social Rule Breaking: Unravelling their rationales for response behavior

2021 ◽  
Vol 2021 (1) ◽  
pp. 13148
Author(s):  
Annika Janssen ◽  
Peter Eberl
Keyword(s):  
Response Behavior ◽  
Social Rule ◽  
Rule Breaking

Doing the Job Well: An Investigation of Pro-Social Rule Breaking

2006 ◽  
Vol 32 (1) ◽  
pp. 5-28 ◽  
Author(s):  
Elizabeth W. Morrison
Keyword(s):  
Social Rule ◽  
Rule Breaking

When Rule Makers Become Rule Breakers: Employee Level Outcomes of Managerial Pro-Social Rule Breaking

2009 ◽  
Vol 22 (2) ◽  
pp. 101-112 ◽  
Author(s):  
Phil C. Bryant ◽  
Charlotte A. Davis ◽  
Julie I. Hancock ◽  
James M. Vardaman
Keyword(s):  
Social Rule ◽  
Rule Breaking

scholarly journals The Trickle-Down Effect of Leaders’ Pro-social Rule Breaking: Joint Moderating Role of Empowering Leadership and Courage

2019 ◽  
Vol 9 ◽  
Author(s):  
Yushuai Chen ◽  
Lan Wang ◽  
Xin Liu ◽  
Hong Chen ◽  
Yunyang Hu ◽  
...  
Keyword(s):  
Empowering Leadership ◽  
Social Rule ◽  
Rule Breaking ◽  
Moderating Role ◽  
Trickle Down

scholarly journals Managerial Pro-Social Rule Breaking in the Chinese Organizational Context: Conceptualization, Scale Development, and Double-Edged Sword Effect on Employees’ Sustainable Organizational Identification

2020 ◽  
Vol 12 (17) ◽  
pp. 6786
Author(s):  
Yanyan Lv ◽  
Xiaoguang Liu ◽  
Guomin Li ◽  
Yongrok Choi
Keyword(s):  
Organizational Identification ◽  
Structural Equation ◽  
Organizational Context ◽  
Negative Impact ◽  
Positive Impact ◽  
Leadership Behavior ◽  
Three Dimensions ◽  
Equation Modeling ◽  
Social Rule ◽  
Rule Breaking

Managerial Pro-Social Rule Breaking (MPSRB) is a prevalent leadership behavior in China, characterized by conflict between favor and rule. Despite emerging interest in this behavior, two theoretical questions remain unsolved. First, its definition, dimensions, and measurement in the Chinese context are still lacking or improper; second, its double-edged sword effect on employees’ attitude is rarely empirically examined. This paper conducts three studies to solve these questions. In study 1, based on an analysis of the Chinese traditional culture, three dimensions of MPSRB (i.e., benevolence-based, pragmatic-based, and justice-based) were identified. In study 2, a scale of MPSRB containing 12 items was developed through an interview, preliminary, and formal questionnaire survey. In study 3, employees’ sustainable organizational identification perception (SOIDP) was studied as the dependent variable, to analyze and verify the double-edged sword effect of MPSRB by hierarchical regression and structural equation modeling (SEM) methods on the data gathered through the three stages from 380 employees. The results show that the three dimensions of MPSRB have a direct positive impact on employees’ SOIDP and, simultaneously, they have an indirect negative impact through the mediating role of procedural justice perception.

Ethical climate and pro-social rule breaking in the workplace

2014 ◽  
Vol 24 (1) ◽  
pp. 108-118 ◽  
Author(s):  
James M. Vardaman ◽  
Maria B. Gondo ◽  
David G. Allen
Keyword(s):  
Ethical Climate ◽  
Social Rule ◽  
Rule Breaking
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