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Effect of competitive psychological climate on unethical pro-team behavior: The role of perceived insider status and transformational leadership

Irangani Sadarika B.K., Liu Zhiqiang, Kumar Nilesh, Khanal Saroj

Management

2021

Vol. 25, no. 1

1--27

The purpose of this study is to explain why employees in financial companies in Sri Lanka are likely to engage in unethical pro-team behaviors and how transformational leaders involve controlling unethical pro-team behaviors in a competitive work environment. The study employed a quantitative approach to investigate the association between the competitive psychological climate and perceived insider status on unethical pro-team behaviors. The authors collected data from 426 sales representatives at a finance company in Sri Lanka and tested hypotheses using Structural Equation Modelling analyses through Smart PLS version 3. The results indicate that competitive psychological climate and perceived insider status are positively associated with unethical pro-team behaviors. Further, the transformational leadership’s moderation is negatively significant on the relationship between competitive psychological climate and unethical pro-team behaviors. The study has shown that the leader will delegate more responsibility to the employee, associated with increased employee empowerment and high-quality, ethical behaviors. Besides, it contributes to the literature as of the new theoretical base and offers practical implications with the richer view of a nomological link between the leader, competitive employee, and competitive work environment.

Rola liderów technologicznych i technologii marketingowych w tworzeniu modeli e- biznesowych

Golik-Górecka G.

Logistyka

2015

nr 2

1204--1211, CD2

Celem artykułu jest wykazanie wiodącej roli liderów technologicznych w działalności przedsiębiorstw tak klasycznych jak i tych wirtualnych. Liderzy technologiczni to nowi menedżerowie - chief marketing technologist – CMT –funkcjonują na krzyżowaniu się czterech stref wpływów interesariuszy: dyrektorów marketingu, dyrektorów informatyki i pionu informatycznego, szerszego grona marketingowców oraz zewnętrznych dostawców oprogramowania. W artykule na tle interfejsu marketingowo- informatycznego przedstawione zostały różne kategorie podziału modeli e-biznesu z praktycznymi przykładami stanowisk pracy i struktury.

The aim of this article is to demonstrate leadership technology leaders in business operations so classic and these virtual. Technology leaders are the new managers - chief marketing technologist - CMT -working on the crossing of the four zones of influence of stakeholders: marketing executives, CIOs and information technology division, a wider group of marketers and software suppliers. The article, on the background of marketing and computer interface, presents the various categories of the distribution of e-business models with practical examples of jobs and structure.