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Why does counterproductive work behavior lead to pro-social rule breaking? The roles of impression management motives and leader-liking

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  • Hao Ji

    (Ningbo University)

  • Jin Yan

    (School of management, Zhejiang University)

Abstract

Many studies focus on the factors that facilitate or inhibit counterproductive work behavior, but pay less attention to the actors’ behavioral consequences. To address this gap, the present study explores the influence of counterproductive work behavior on actors’ pro-social rule breaking. Extending moral cleansing theory, we propose that counterproductive work behavior can promote actors’ pro-social rule breaking through impression management motives. A three-wave survey with a sample of 374 employees and 118 supervisors are conducted to test our hypotheses. The results show that counterproductive work behavior has a positive effect on the actors’ impression management motives, and then indirectly promotes pro-social rule breaking. Moreover, leader-liking moderates the relationship between employees’ counterproductive work behavior and their impression management motives, such that this relationship is stronger for the employees liked by the leader. This study contributes to the literature of counterproductive work behavior, and extends the research on pro-social rule breaking. The practical implications of this study are also discussed.

Suggested Citation

  • Hao Ji & Jin Yan, 2023. "Why does counterproductive work behavior lead to pro-social rule breaking? The roles of impression management motives and leader-liking," Asia Pacific Journal of Management, Springer, vol. 40(4), pages 1323-1339, December.
    • Handle: RePEc:kap:asiapa:v:40:y:2023:i:4:d:10.1007_s10490-022-09818-9
    DOI: 10.1007/s10490-022-09818-9
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    References listed on IDEAS

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