Power, Moral Clarity, and Punishment in the Workplace

By Scott S. Wiltermuth, Francis J. Flynn. 2013

112 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d4f4112052c7ac4721851dc303ca7d12d77d5cb9

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Cognitive Neuroscience

In Information Systems and Management

In Sociology and Political Science

Citations in the corpus

Witnessing wrongdoing: the effects of observer power on incivility intervention in the workplace (2017, background): “…this is a common manipulation in the power literature (e.g., Jordan, Sivanathan, & Galinsky, 2011; Mooijman, van Dijk, Ellemers, & van Dijk, 2015; Wiltermuth & Flynn, 2013), in Study 2 we aim to examine whether this effect is about the perception of one’s power, rather than the expectations…”
Systems Perspective of Amazon Mechanical Turk for Organizational Research: Review and Recommendations (2017, background): “There are numerous examples in the organizational literature of non-experimental (e.g., Cho and Allen, 2012; Wiltermuth and Flynn, 2013; Long and Christian, 2015), experimental (e.g., Chua, 2013; Casciaro et al., 2014; Huang et al., 2015a; Inesi and Cable, 2015; Welsh et al., 2015), and…”
Are liars ethical? On the tension between benevolence and honesty (2014, background): “…and care, but important work remains with respect to understanding how individuals resolve—and judge others who resolve—conflicts between other principles, such as fairness and mercy (Flynn & Wiltermuth, 2010; Kidder, 1995; Wiltermuth & Flynn, 2012), and harm vs. purity (e.g. Uhlmann & Zhu, 2013).”
When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership (2019, background): “This is because such leaders are likely to pursue their preferred adherence to ethics in a rather absolute manner and become intolerant (attributes that come with absolute certainty about one’s ethicality; Wiltermuth and Flynn 2013) to opinions or approaches that deviate from their own perspective.”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, methodology): “…or the degree of ambiguity employees perceive when judging whether behaviors are right or wrong (Wiltermuth & Flynn, 2013, p. 1002), has been suggested to in ﬂ uence employees' ethical decision-making and judgment concerning (im)moral issues at work (Pizarro, 2000; Wiltermuth & Flynn, 2013).”
Serving the Self From the Seat of Power (2014, unknown): “Indeed, empirical work has shown that power can prompt selfishness, moral hypocrisy, harsher punishments, and abuse (De Cremer & van Dijk, 2005; Galinsky, Magee, Inesi, & Gruenfeld, 2006; Haney, Banks, & Zimbardo, 1973; Lammers, Stapel, & Galinsky, 2010; Wiltermuth & Flynn, 2013).”