In the intricate fabric of modern workplaces, leadership styles exert profound influence not only on organizational performance but also on the psychological well-being and behavioral patterns of employees. Recent research emerging from a comprehensive study by Wang, Khan, Akhtar, and colleagues sheds light on a disturbing yet crucial dynamic: the ramifications of unethical leadership on employees’ psychological empowerment, their internal attitudes towards success, and the prevalence of deviant work behaviors. As workplaces increasingly navigate complex ethical landscapes, this study offers a timely exploration of how leadership malpractices ripple through the workforce, changing intrinsic motivations and social conduct in often covert, damaging ways.
The concept of psychological empowerment, a core construct in organizational behavior, refers to employees’ intrinsic motivation characterized by feelings of meaning, competence, autonomy, and impact in their roles. Empowered employees typically exhibit higher engagement, creativity, and commitment to organizational goals. However, this new study reveals that unethical leadership practices—such as manipulation, favoritism, dishonesty, and exploitation—can severely undermine this psychological empowerment. The findings indicate that when employees perceive their leaders as unethical, a significant erosion of these motivational constructs takes place, which can depress overall job satisfaction and the drive to excel.
Delving into attitudes towards “doing well” or achievement motivation, the research highlights a complex interplay between leadership ethics and employees’ value orientation. Under ethical leadership, employees tend to embrace positive attitudes toward achievement, emphasizing integrity, diligence, and collaboration as pathways to success. Conversely, unethical leadership fosters cynicism and disillusionment, prompting employees to recalibrate their attitudes towards success. Rather than aspiring to perform well for intrinsic or communal reasons, employees may adopt more self-serving, expedient approaches, or disengage altogether, weakening the collective organizational ethos.
A particularly striking aspect of the study is its examination of deviant work behaviors—actions by employees that violate organizational norms and can range from minor infringements like wasting resources to serious misconduct such as sabotage or theft. The research demonstrates a clear link between unethical leadership and a rise in these counterproductive work behaviors. This pattern suggests that employees may mirror their leaders’ unethical conduct or retaliate against perceived exploitation and injustice, thereby perpetuating a toxic cycle that undermines organizational stability and trust.
The researchers employed a robust multi-method approach, combining large-scale surveys across diverse industry sectors with in-depth psychological assessments. This methodological rigor allowed them to capture nuanced relationships among leadership styles, psychological processes, and behavioral outcomes at multiple organizational levels. More than just correlational insights, the study offers evidence suggestive of causal pathways, illuminating how exposure to unethical leadership systematically erodes psychological empowerment, reshapes achievement attitudes negatively, and escalates deviant behaviors over time.
In practical terms, the findings carry significant implications for organizational leadership development, human resource management, and workplace ethics programs. Organizations must recognize that fostering ethical leadership is not merely a moral imperative but a strategic necessity to sustain an engaged, motivated, and well-behaved workforce. Leadership training must incorporate mechanisms to promote transparency, fairness, and accountability, mitigating tendencies toward unethical conduct. Additionally, interventions aimed at bolstering psychological empowerment could serve as protective buffers, helping employees maintain healthy attitudes and resist the lure of counterproductive behaviors when confronted with ethical lapses at the top.
The study also contributes to a growing body of literature emphasizing the “tone at the top” as a determinant of organizational culture and employee conduct. It reinforces the idea that leadership ethics cascade through organizational hierarchies, influencing overall climate and individual actions. Notably, the researchers highlight that the psychological mechanisms mediating this effect—such as feelings of empowerment and attitudes about achievement—offer actionable targets for organizational interventions and policy formulation.
From a theoretical standpoint, the investigation advances the understanding of leadership’s role in shaping not just performance outcomes but deeply embedded psychological states and ethical orientations. It challenges simplistic views that unethical leadership only impacts external metrics like profitability or turnover, bringing to the fore the invisible yet potent psychological cascades that influence employee motivation and morality. This nuanced perspective opens the door for interdisciplinary research bridging organizational psychology, ethics, and management science.
Furthermore, the study underscores the importance of employee perceptions and interpretations in mediating the effects of leadership behavior. It suggests that even well-intentioned leaders can inadvertently contribute to negative outcomes if their actions are perceived as unethical or inconsistent with organizational values. This insight points to the critical role of communication, transparency, and feedback loops in reinforcing ethical leadership and psychological safety at work.
The researchers also draw attention to potential spillover effects beyond the workplace. Deviant work behaviors fueled by unethical leadership may increase stress and conflict at home, harming employees’ broader social and familial relationships. This ripple effect stresses the societal importance of addressing leadership ethics not only for organizational health but also for the well-being of communities and families linked to the workforce.
Emerging digital and remote work environments introduce fresh challenges and opportunities concerning leadership ethics. The study hints at the heightened risks of unethical behavior and psychological disempowerment in virtual settings where direct oversight is limited. At the same time, digital tools offer novel avenues for fostering transparent and accountable leadership, amplifying the impact of ethical conduct across geographically dispersed teams.
As the global economy evolves amidst rapid technological advancements and shifting cultural norms, the study’s insights resonate profoundly. Organizations are urged to proactively cultivate leadership systems that are resilient against ethical erosion and capable of inspiring authentic employee empowerment. This calls for integrative strategies combining ethics training, psychological support, transparent performance metrics, and inclusive leadership practices to build workplaces that thrive sustainably.
Ultimately, the research by Wang and colleagues serves as a clarion call to both scholars and practitioners in organizational psychology and management. It reveals the hidden cost of unethical leadership beyond surface-level disruptions, highlighting how the very essence of employee motivation and morality is at stake. As workplaces confront unprecedented pressures and complexities, ethical leadership emerges as a cornerstone for fostering healthy, productive, and principled organizational ecosystems.
This pioneering study not only enriches academic discourse but also offers a pragmatic blueprint for organizations aiming to harness the full potential of their human capital without compromising ethical integrity. In a world where “money talks,” this research powerfully reminds us that the voice of ethical leadership must be louder, guiding behavior and attitudes towards collective well-being and success. Without it, the destructive forces of psychological disempowerment and deviant conduct may very well become the new norm.
Subject of Research: The impact of unethical leadership on employees’ psychological empowerment, attitudes towards achievement, and deviant work behavior.
Article Title: Money talks in working behavior: impact of unethical leadership on psychological empowerment, attitude towards doing well, and deviant work behavior.
Article References:
Wang, G., Khan, N.A., Akhtar, M. et al. Money talks in working behavior: impact of unethical leadership on psychological empowerment, attitude towards doing well, and deviant work behavior. BMC Psychol 13, 430 (2025). https://doi.org/10.1186/s40359-025-02717-w
Image Credits: AI Generated
