The Relationship Between Transformational Leadership And Financial Personnel’s Unethical Pro-organizational Behavior

Since the conceptualization of unethical pro-organizational behavior,academic interest in exploring this behavior has multiplied.In the current complex organizational business environment,it is imperative to study how to prevent financial personnel from engaging in unethical behavior to help their organizations.A large number of empirical studies have shown that in the actual environment,employees’ participation in unethical behavior is closely related to leaders’ behavior style.Therefore,the research on the impact of transformational leadership on employees’ unethical pro-organizational behavior in the context of Chinese organizational culture needs to be further expanded.Based on the trickle-down effect,this study explores the influence process of transformational leaders and financial personnel’s unethical pro-organizational behavior from the cognitive and affective perspectives,as well as the mediating role of organizational identity,affective commitment and the moderating role of future focus.176 pairs of data were collected through leader-employee matching multi-source questionnaire survey,and empirical tests were conducted by confirmatory factor analysis,regression analysis and Bootstrap method.The results show that transformational leadership has a significant positive impact on employees’ unethical pro-organizational behavior.Organizational identity and affective commitment play a mediating role between transformational leadership and employees’ unethical pro-organizational behavior.Employee’s future focus enhanced the positive correlation between transformational leadership and employee’s organizational identity,and future focus moderated the indirect relationship between transformational leadership and unethical pro-organizational behavior through organizational identity.Through the empirical test of the influence mechanism of transformational leadership on the unethical pro-organizational behavior of financial employees in the context of Chinese organizational culture,this study enrichis the research results on the relationship between leaders and employees’ unethical pro-organizational behavior,and provides a strong supplement to the localized research on organizational management behavior.Two studies were conducted from the cognitive and affective perspectives to clarify the underlying mechanism and boundary conditions of employee unethical pro-organizational behavior,providing empirical evidence for in-depth understanding of the generation process of unethical pro-organizational behavior,and providing management direction and suggestions for organizations to restrain employee unethical pro-organizational behavior.