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      Why Leaders Not Always Disapprove of Unethical Follower Behavior: It Depends on the Leader’s Self-Interest and Accountability

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      Journal of Business Ethics
      Springer Nature

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          Most cited references39

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          Accounting for the effects of accountability.

          This article reviews the now extensive research literature addressing the impact of accountability on a wide range of social judgments and choices. It focuses on 4 issues: (a) What impact do various accountability ground rules have on thoughts, feelings, and action? (b) Under what conditions will accountability attenuate, have no effect on, or amplify cognitive biases? (c) Does accountability alter how people think or merely what people say they think? and (d) What goals do accountable decision makers seek to achieve? In addition, this review explores the broader implications of accountability research. It highlights the utility of treating thought as a process of internalized dialogue; the importance of documenting social and institutional boundary conditions on putative cognitive biases; and the potential to craft empirical answers to such applied problems as how to structure accountability relationships in organizations.
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            Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity.

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              Power and perspectives not taken.

              Four experiments and a correlational study explored the relationship between power and perspective taking. In Experiment 1, participants primed with high power were more likely than those primed with low power to draw an E on their forehead in a self-oriented direction, demonstrating less of an inclination to spontaneously adopt another person's visual perspective. In Experiments 2a and 2b, high-power participants were less likely than low-power participants to take into account that other people did not possess their privileged knowledge, a result suggesting that power leads individuals to anchor too heavily on their own vantage point, insufficiently adjusting to others' perspectives. In Experiment 3, high-power participants were less accurate than control participants in determining other people's emotion expressions; these results suggest a power-induced impediment to experiencing empathy. An additional study found a negative relationship between individual difference measures of power and perspective taking. Across these studies, power was associated with a reduced tendency to comprehend how other people see, think, and feel.
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                Author and article information

                Journal
                Journal of Business Ethics
                J Bus Ethics
                Springer Nature
                0167-4544
                1573-0697
                September 2010
                February 4 2011
                : 95
                : S1
                : 29-41
                Article
                10.1007/s10551-011-0793-1
                279e5955-d042-4abf-939b-ee859e746a8a
                © 2011
                History

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