Dishonest Leadership Will Make Employees Perform Worse.

There are many (I hope more) aspiring business leaders see moral values or see the benefits of morality itself.

I think that no matter what the result is, personal and professional ethics are worthy of praise and need to be supported.

In fact, improving personal quality is one of the main guidelines for future leaders in the world of management, who attended the Johnson School of business at Cornell University.

Personal qualities and abilities, compassion and courage together serve as the 4Cs standard of our leadership (character, competence, compassion, courage, all four are the beginning of C).

Well, allow me to say some strategic considerations. Why do you need to pay attention to honesty?

The dishonest leadership will make employees' performance worse.

An engineer is asked to recognize a project that knows structural problems and therefore risks.

A sales representative is asked to give a loan to a person who does not meet the credit requirement because this person is a friend of his superior.

A site technician was asked to scrap the phone service vouchers of old customers, while the old customers' phones had not yet been repaired.

There are countless things like this.

But does such an immoral request really affect employees' performance? Our preliminary study shows that "yes."

Me and mine

We find that accepting immoral requirements will gradually reduce employee performance, whether in the long run or in the short run.

For example, in an indoor experiment, we asked participants to complete a brief memory task.

However, before the mission begins, the general participants will receive unethical requests (for example, if they are asked to sign their names in the form after the completion of the experiment to verify whether the assistant researchers stay in the house to check the computer equipment, of course, the assistant researchers have not actually gone to the censorship.

As expected, those who received unethical requests performed poorly in subsequent memory tasks.

Their focus of thought and spirit seems to have shifted from memory task to the next moral decision to happen - not to sign this form.

However, if unethical demands can only cause employees,

If distractions can affect performance in the short run, those managers who are bad at water can easily avoid such negative effects by changing the time of unreasonable requests so as not to conflict with the work done by their employees.

For this manager, we remind you, "I want to be beautiful."

In the process of analyzing the data, we chose 298 leaders and their subordinates (including the types of accounting, consulting, technology, customer service, education and training, marketing). We found that the total work list of the subordinates who accepted the immoral requirements was worse than those who did not receive unethical subordinates.

Moreover, those who accept immoral requirements do not like to engage in organizational citizenship behavior (which is beneficial to the organization, but not explicitly or directly recognized in the formal salary system). Moreover, we find that the decline of work enthusiasm is a potential cause of immoral demands on employees' long-term performance.

That is to say, those who receive immoral requests in work reports will be less motivated to work. Decades of research have shown that low level of work enthusiasm means low level of performance.

In fact, according to statistical analysis, we find that work enthusiasm is mediated by the negative relationship between immoral requirements and job performance. We find that those who accept immoral requirements will become less active in their work, so they will get lower appraisal in their bosses.

In short, if subordinates' performance is an important indicator to assess whether leaders are successful or not, leaders should remember that although immoral requests may increase profits in the short term, they can destroy employees' long-term performance.

It is often believed that a company and its leaders can make their benefits better (potential reputation and economic benefits) by doing good deeds.

However, we have to put forward another non optimistic conclusion: companies and their leaders do bad things, which will also make the company face difficulties.

Leaders should pay attention to whether their words and deeds are reasonable or not.

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