Perceived personal and contextual impunity: Conceptualization, antecedents, and implications for workplace misconduct.

Scholarship on impunity has centered around quantifiable prosecutions related to criminal acts that often occur outside of the workplace. We offer insights into the psychological experience of impunity by shifting the focus to organizational settings and embedding impunity within discussions of workplace misconduct. We distinguish between (a) perceived personal impunity, which reflects employees' belief that they will not face punishment for their own misconduct; and (b) perceived contextual impunity, which reflects employees' belief that their organization will not punish employees for their misconduct. We develop and validate measures for each impunity perception and establish a preliminary nomological network by investigating factors that influence each perception and their relationship with workplace misconduct. Consequently, we offer nuanced insights into how distinct impunity perceptions result in workplace misconduct relative to other established predictors. Our perceived workplace impunity measures provide a valuable tool for assessing impunity perceptions and predicting instances of misconduct. In addition, they offer practical insights into impunity's functions within organizations. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Subordinate-to-supervisor relational identification: A meta-analytic review.

Although subordinate-to-supervisor relational identification (RI) has gained significant scholarly attention in organizational research, an understanding of its nomological network is incomplete. There have also been recurring discussions about its distinctions with another more extensively researched relational construct-leader-member exchange (LMX). In this meta-analysis, we expand Sluss and Ashforth's (2007) typology, going beyond the influence of the supervisor, to systematically study the antecedents and consequences of RI and its comparison with LMX. Meta-analytic results based on 157 independent samples demonstrate that positive leader behaviors that span role-based and person-based identities (e.g., transformational leadership, supervisor humility) are important antecedents of subordinate-to-supervisor RI, with effects contingent on subordinates' national culture (i.e., collectivism and power distance). Although less hypothesized, relational and organizational contexts as well as subordinate characteristics are also important antecedents of subordinate-to-supervisor RI. The results further show that RI relates to important subordinate behaviors and attitudes. Finally, we test how RI and LMX have differing effects across these important subordinate attitudes and behaviors. We conclude with suggestions to enhance our understanding of RI. (PsycInfo Database Record (c) 2024 APA, all rights reserved).