Differential leadership and organizational corruption in China: Mediating role of moral disengagement and moderating role of organizational justice

Abstract

Purpose

This paper aims to examine the effect of differential leadership on organizational corruption by developing a measure of organizational corruption and proposing a moderated mediation model. The model focuses on the mediating role of moral disengagement underpinning the relationship between differential leadership and organizational corruption, and the moderating role of organizational justice in influencing the mediation.

Design/methodology/approach

The authors collected 210 responses from online participants with full time work experience and 57 MBA students answered the survey offline.

Findings

Results showed that differential leadership was positively associated with organizational corruption. Furthermore, moral disengagement fully mediated the relationship between differential leadership and organizational corruption. Besides, distributive justice negatively but procedural justice positively moderated the indirect effect of moral disengagement.

Research limitations/implications

Testing the moderated mediation model helps to advance the theoretical understanding of the mechanisms that underlie the effect of differential leadership on organizational corrupt behavior.

Originality/value

This empirical study provides preliminary evidence of the mediating role of moral disengagement in the positive relationship between differential leadership and organizational corruption. The mediated moderation also extends the finding by adding organizational justice as the moderator to explain how the effect of differential leadership on organizational corruption. Finally, this study provides initial evidence for organizational corruption measure.

Citation

Tang, Y., Zhan, X. and Chen, K. (2018), "Differential leadership and organizational corruption in China: Mediating role of moral disengagement and moderating role of organizational justice", Chinese Management Studies, Vol. 12 No. 4, pp. 795-811. https://doi.org/10.1108/CMS-12-2017-0344