Scholarlink

<p>Family motivation is prevalent among working adults. Although prior research emphasizes its positive outcomes, recent studies highlight the need to examine its potential downsides, particularly concerning unethical consequences. Drawing on goal shielding theory, we investigate when and how family motivation predicts unethical behaviors. Specifically, we argue that family motivation is positively related to unethical pro-leader behavior (UPLB) and social undermining toward coworkers through bottom-line mentality (BLM) when their leaders exhibit high performance-avoidance goal orientation (PAGO). In contrast, when leader PAGO is low, family motivation does not influence these unethical behaviors through BLM. We tested this theorized model in two studies: a time-lagged multisource field survey involving 219 employees and their 59 direct supervisors from four Chinese companies across diverse industries, and a scenario-based experiment with 281 full-time employees in the United States and the United Kingdom. The results provided convergent support for our model.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Family motivation and unethical behaviors: The mediating role of bottom-line mentality and moderating role of leader performance-avoidance goal orientation

  • 期刊论文

  • 发表日期：

    2026年5月20日

查看全文
  • Juhui Geng,
  • Limei Zhang,
  • Yujia Li,
  • Runtian Jing

摘要

Family motivation is prevalent among working adults. Although prior research emphasizes its positive outcomes, recent studies highlight the need to examine its potential downsides, particularly concerning unethical consequences. Drawing on goal shielding theory, we investigate when and how family motivation predicts unethical behaviors. Specifically, we argue that family motivation is positively related to unethical pro-leader behavior (UPLB) and social undermining toward coworkers through bottom-line mentality (BLM) when their leaders exhibit high performance-avoidance goal orientation (PAGO). In contrast, when leader PAGO is low, family motivation does not influence these unethical behaviors through BLM. We tested this theorized model in two studies: a time-lagged multisource field survey involving 219 employees and their 59 direct supervisors from four Chinese companies across diverse industries, and a scenario-based experiment with 281 full-time employees in the United States and the United Kingdom. The results provided convergent support for our model.