Promoting Ethical/Citizenship Behavior.

Much of ethics education has relied on teaching philosophical frameworks for making decisions. While these frameworks can add value, I have asserted that ethical behavior can be facilitated by a deeper understanding of both personal and situational factors that influence our ways of thinking and acting. I have argued that this approach is valuable for managers as they contemplate their own decisions, as well as how they guide their subordinates’ behavior at work.

Some of my research has also explored how the extent to which managers “practice what they preach” impacts the citizenship behaviors of their employees.

For Further Reading:

Dineen, B. R., Lewicki, R. J., & Tomlinson, E. C. (2006). Supervisory guidance and behavioral integrity: Relationships with employee citizenship and deviant behavior. Journal of Applied Psychology, 91, 622-635. DOI: 10.1037/0021-9010.91.3.622.

Tomlinson, E. C. (2009). Teaching the interactionist model of ethics: Two brief case studies. Journal of Management Education, 33,142-165.

Tomlinson, E. C. (2013). An integrative model of entitlement beliefs. Employee Responsibilities and Rights Journal, 25: 67-87. DOI: 10.1007/s10672-012-9208-4.

Tomlinson, E. C., Lewicki, R. J., & Ash, S. R. (2014). Disentangling the moral integrity construct: Values congruence as a moderator of the behavioral integrity-citizenship relationship. Group & Organization Management, 39, 720-743. DOI: 10.1177/1059601114551023.