Impact of Unethical Pro-Leader Behavior on Careerism Through Co-worker Undermining

Purpose:&Drawing upon sense-making theory, this study aims to examine the impact of unethical pro-leader behavior (UPLB) on careerism. Specifically, it explores the mediating role of co-worker undermining in this relationship.Design/Methodology:&Data were collected from 483 employees working in service sector organizations using a three-wave, time-lagged survey design. The study utilized statistical analyses to test the hypothesized relationships among UPLB, co-worker undermining, and careerism.Findings:&The results revealed that unethical pro-leader behavior is positively associated with careerism, and this relationship is mediated by co-worker undermining. The findings suggest that employees may engage in or experience interpersonal undermining as a strategy to advance their careers.Implications: This study contributes to the literature on unethical leadership by highlighting how UPLB can indirectly foster careerism through damaging workplace dynamics. The findings have practical implications for managers and organizations aiming to cultivate ethical leadership and reduce counterproductive work behaviors.Originality:&This research offers empirical evidence on the interpersonal mechanisms linking unethical pro-leader behavior to career-oriented attitudes. It expands the understanding of how employees navigate their careers within ethically compromised environments and provides a novel perspective on the role of co-worker dynamics.