<p>In view of its paradoxical nature, we develop a theoretical model to explain employees’ cognitive and behavioral reactions to leader unethical pro-group behavior. Based on social information processing theory, we propose that, different from conventional wisdom on the influence of leader unethical behavior that is solely driven by self-interest, leader unethical pro-group behavior elicits simultaneous but conflicting cognitive interpretations: perceived group-protector (for protecting group interest) on the one hand, and perceived ethics-violator (for violating ethical norms) on the other. In turn, the group-protector perception promotes leader-directed helping behavior via employees’ trust in their leader, whereas the ethics-violator perception has the opposite effect. We further hypothesize that employees’ group-helping identity strengthens the mediating effect of perceived group-protector and that employees’ moral identity strengthens the mediating effect of perceived ethics-violator. The results of two studies conducted in China involving both experimental data and time-lagged field survey data offer support for our hypotheses. Theoretical and practical implications are discussed.</p>