Supervisor expediency to employee expediency: The moderating role of leader–member exchange and the mediating role of employee unethical tolerance
基于社会学习理论，研究了主管为私利而采取的不道德权宜行为如何通过员工的不道德容忍态度，影响员工自身的权宜行为，且高质量的领导-成员交换会强化这种影响。
Summary We utilize social learning theory to test the role‐modeling effect of supervisor expediency (i.e., a supervisor's use of unethical practices to expedite work for self‐serving purposes). In particular, we examine the relationship between supervisor expediency and employee expediency, as moderated by leader–member exchange (LMX) and mediated by employee unethical tolerance. We predict that employees are more likely to model their supervisors' expedient behaviors when their relationship is characterized by high‐LMX (a high‐quality exchange relationship that is rich in socioemotional support). Furthermore, we argue that supervisor expediency, especially when LMX is high, influences employees' attitudes of unethical tolerance, which then affects employees' expedient behaviors. Across 2 multisource field studies and a third time‐lagged field study, we found general support for our theoretical predictions. Theoretical and practical implications are discussed.