Babatunde Ogunfowora

An Exploration of the Dishonest Side of Self-Monitoring: Links to Moral Disengagement and Unethical Business Decision Making

The majority of research on self–monitoring has focused on the positive aspects of this personality trait. The goal of the present research was to shed some light on the potential negative side of self–monitoring and resulting consequences in two independent studies. Study 1 demonstrated that, in addition to being higher on Extraversion, high self–monitors are also more likely to be low on Honesty–Humility, which is characterized by a tendency to be dishonest and driven by self–gain. Study 2 was designed to investigate the consequences of this dishonest side of self–monitoring using two previously unexamined outcomes: moral disengagement and unethical business decision making. Results showed that high self–monitors are more likely to engage in unethical business decision making and that this relationship is mediated by the propensity to engage in moral disengagement. In addition, these negative effects of self–monitoring were found to be due to its low Honesty–Humility aspect, rather than its high Extraversion side. Further investigation showed similar effects for the Other–Directedness and Acting (but not Extraversion) self–monitoring subscales. These findings provide valuable insight into previously unexamined negative consequences of self–monitoring and suggest important directions for future research on self–monitoring. Copyright

It’s all a matter of consensus: Leader role modeling strength as a moderator of the links between ethical leadership and employee outcomes:

The present research examines the relationships between ethical leadership and unit-level organizational citizenship behaviors (OCB) and individual-level job satisfaction. In addition, this study tests the proposition that the impact of ethical leadership on these outcomes is moderated by leader role modeling strength, a unit-level construct that captures within-group consensus regarding the extent to which unit members perceived the leader as a role model of ethical behaviors at work. To these ends, the article draws on social learning theory (Bandura, 1977) and social identity theory (Ashforth and Mael, 1989). The results provide support for the proposed theoretical model in a sample of 297 employees nested in 58 work units. Specifically, ethical leadership was more strongly and positively associated with unit-level OCB and individual-level job satisfaction in work units reporting higher (versus lower) leader role modeling strength. This research highlights the importance of studying leader role modeling perceptions in order to better understand the boundary conditions of the impact of ethical leadership on employee attitudes and behaviors.

Examining Equity Sensitivity: An Investigation Using the Big Five and HEXACO Models of Personality.

The construct of equity sensitivity describes an individuals preference about his/her desired input to outcome ratio. Individuals high on equity sensitivity tend to be more input oriented, and are often called “Benevolents.” Individuals low on equity sensitivity are more outcome oriented, and are described as “Entitleds.” Given that equity sensitivity has often been described as a trait, the purpose of the present study was to examine major personality correlates of equity sensitivity, so as to inform both the nature of equity sensitivity, and the potential processes through which certain broad personality traits may relate to outcomes. We examined the personality correlates of equity sensitivity across three studies (total N = 1170), two personality models (i.e., the Big Five and HEXACO), the two most common measures of equity sensitivity (i.e., the Equity Preference Questionnaire and Equity Sensitivity Inventory), and using both self and peer reports of personality (in Study 3). Although results varied somewhat across samples, the personality variables of Conscientiousness and Honesty-Humility, followed by Agreeableness, were the most robust predictors of equity sensitivity. Individuals higher on these traits were more likely to be Benevolents, whereas those lower on these traits were more likely to be Entitleds. Although some associations between Extraversion, Openness, and Neuroticism and equity sensitivity were observed, these were generally not robust. Overall, it appears that there are several prominent personality variables underlying equity sensitivity, and that the addition of the HEXACO models dimension of Honesty-Humility substantially contributes to our understanding of equity sensitivity.

A Longitudinal Study of the Antecedents and Consequences of Collective Personality

In this study, we explored the development and relevance of collective personality to group effectiveness. To this end, we followed a sample of 94 newly formed groups over a 4-month period. First, the results showed support for the emergence of a Big Five structure of collective personality over time. This factor structure appeared to be well developed sometime between 2 and 3 months after group formation. Second, many group personality composition variables were significant antecedents of corresponding collective traits over time. Third, collective Conscientiousness, Agreeableness, and Emotional Stability predicted group task performance, group social loafing, and group task conflict, after controlling for group personality composition and group ability composition. These findings highlight the potential usefulness of collective personality traits in understanding group outcomes.

CSR Motive Attributions: The Roles of Executive Leadership Ethics and Consumer Cynicism

Consumers expect organizations to be socially responsible but, at the same time, have been shown to be skeptical of the motives behind corporate social responsibility (CSR) initiatives. This is bec...