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  1.  12
    Happy But Uncivil? Examining When and Why Positive Affect Leads to Incivility.Remus Ilies, Cathy Yang Guo, Sandy Lim, Kai Chi Yam & Xinxin Li - 2020 - Journal of Business Ethics 165 (4):595-614.
    In this paper, we examine the interactive effects of positive affect and perspective-taking on workplace incivility and family incivility, through moral disengagement. We draw from broaden-and-build and moral disengagement theories to suggest a potential negative consequence of positive affect. Specifically, we argue that positive affect increases incivility toward coworkers and spouses through moral disengagement among employees with low, but not high perspective-taking. Data from two time-lagged field studies and one online experiment provide support for our hypotheses. These findings suggest that (...)
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  2.  30
    The Effects of Victim Anonymity on Unethical Behavior.Kai Chi Yam & Scott J. Reynolds - 2016 - Journal of Business Ethics 136 (1):13-22.
    We theorize that victim anonymity is an important factor in ethical decision making, such that actors engage in more self-interested and unethical behaviors toward anonymous victims than they do toward identifiable victims. Three experiments provided empirical support for this argument. In Study 1, participants withheld more life-saving products from anonymous than from identifiable victims. In Study 2, participants allocated a sum of payment more unfairly when interacting with an anonymous than with an identifiable partner. Finally, in Study 3, participants cheated (...)
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  3.  3
    Employee Humor Can Shield Them from Abusive Supervision.Mingpeng Huang, Dong Ju, Kai Chi Yam, Shengming Liu, Xin Qin & Guangdi Tian - forthcoming - Journal of Business Ethics:1-18.
    Drawing upon conservation of resources theory, we develop and test a theoretical model that specifies how and when employee humor toward leaders affects leader abusive supervision. We propose that employee humor is negatively associated with leader abusive supervision via leader relational energy. Furthermore, the negative indirect relationship between employee humor and leader abusive supervision via leader relational energy is stronger for female leaders than for male leaders. An experiment and a multi-wave, multi-source field study provide substantial support for our hypotheses. (...)
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  4.  13
    Would I Really Make a Difference? Moral Typecasting Theory and its Implications for Helping Ethical Leaders.Kai Chi Yam, Ryan Fehr, Tyler C. Burch, Yajun Zhang & Kurt Gray - 2019 - Journal of Business Ethics 160 (3):675-692.
    Ethical leadership research has primarily relied on social learning and social exchange theories. Although these theories have been generative, additional theoretical perspectives hold the potential to broaden scholars’ understanding of ethical leadership’s effects. In this paper, we examine moral typecasting theory and its unique implications for followers’ leader-directed citizenship behavior. Across two studies employing both survey-based and experimental methods, we offer support for three key predictions consistent with this theory. First, the effect of ethical leadership on leader-directed citizenship behavior is (...)
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  5.  5
    The Unintended Consequences of Empowering Leadership: Increased Deviance for Some Followers.Kai Chi Yam, Scott J. Reynolds, Pengcheng Zhang & Runkun Su - 2022 - Journal of Business Ethics 181 (3):683-700.
    Integrating research on empowering leadership with the literature on power in social psychology, we examine how empowering leaders affect the propensity of followers to engage in deviance. Across a multi-source, multi-wave field study and a controlled laboratory experiment, we find that, compared to the followers of less-empowering leaders, the followers of more empowering leaders feel subjectively more powerful and engage in more deviant behaviors. Moreover, we find that the propensity of empowered followers to engage in more deviance depends on their (...)
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  6.  3
    Wolves in Sheep’s Clothing: How and When Machiavellian Leaders Demonstrate Strategic Abuse.Zhiyu Feng, Fong Keng-Highberger, Kai Chi Yam, Xiao-Ping Chen & Hu Li - forthcoming - Journal of Business Ethics:1-26.
    The extant literature has largely conceptualized abusive supervision as a hot and impulsive form of aggression. In this paper, we offer a cold and strategic perspective on how abusive supervision might be used strategically to achieve goals. Drawing on the Machiavellian literature and social interaction theory of aggression, we develop a moderated serial mediation model, in which leader Machiavellianism predicts their strategic use of abusive supervision on subordinates via the mediating role of leaders’ guanxi with direct supervisor. We further theorize (...)
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  7.  14
    Cut You Some Slack? An Investigation of the Perceptions of a Depleted Employee’s Unethicality.Yajun Zhang, Kai Chi Yam, Maryam Kouchaki & Junwei Zhang - 2019 - Journal of Business Ethics 157 (3):673-683.
    Whereas previous research on ego depletion and ethics suggests that employees who are depleted of their self-control resources are more likely to engage in unethical behavior, our current research focuses on how observers perceive and react to depleted employees’ unethical behavior. Integrating ego depletion and attribution theories, we hypothesize and find that observers judge depleted employees’ unethical behavior more leniently than non-depleted employees as a result of lower levels of perceived intentionality. These perceptions in turn lead to lower levels of (...)
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