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Beitrag in Sammelwerk

Authentic Leadership and Followers’ Cheating Behaviour: A Laboratory Experiment from a Self-Concept Maintenance Perspective

MPG-Autoren
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Hornuf,  Lars
MPI for Innovation and Competition, Max Planck Society;

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Zitation

Braun, S., & Hornuf, L. (2018). Authentic Leadership and Followers’ Cheating Behaviour: A Laboratory Experiment from a Self-Concept Maintenance Perspective. In D. Cotter-Lockard (Ed.), Authentic Leadership and Followership: International Perspectives (pp. 215-244). London: Palgrave Macmillan.


Zitierlink: https://hdl.handle.net/11858/00-001M-0000-002A-E936-0
Zusammenfassung
Extensive evidence shows that when given the opportunity, people cheat for monetary rewards, but only to the extent that they can keep a positive self-concept. In this study, we investigate various factors that may influence the degree to which people can keep their positive self-concept while cheating for monetary gains. We find that authentic leadership, gender, cheating norm, experience of cheating, and expectations of others’ cheating behavior have no effect on participants’ spontaneous dishonesty on an abstract task. Therefore, reducing people’s cheating behavior might be a long-term project for the management of fraudulent organizations and more difficult than might be expected.