{"id":{"repo_id":"buffalo","oai_identifier":"oai:ubir.buffalo.edu:10477/79902"},"canonical_url":"https://search.dev.ndltd.org/etd/buffalo/oai:ubir.buffalo.edu:10477/79902","repository":{"repo_id":"buffalo","name":"Buffalo","base_url":"https://ubir.buffalo.edu/oai/request"},"display":{"title":"Being (A)moral and Working with an (A)moral Boss: The Impact of Moral Identity Congruence on Employee Moral Cognition and Moral Behavior","abstract":"Ph.D.","abstract_html":"Ph.D.","abstract_has_math":false,"creators":["Ghahremani, Hamed"],"institution":"State University of New York at Buffalo","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Lemoine, G. James","Organization and Human Resources"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2019,"date_issued":"2019-07-30T15:10:52Z","date_published":"2019-07-30T15:10:52Z","updated_at":"2026-07-27T19:05:19Z","subjects":["organizational behavior"],"languages":["eng"],"rights":["Users of works found in University at Buffalo Institutional Repository (UBIR) are responsible for identifying and contacting the copyright owner for permission to reuse. University at Buffalo Libraries do not manage rights for copyright-protected works and cannot assist with permissions.","Copyright retained by author."],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/10477/79902","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Lemoine, G. James","Organization and Human Resources"]},{"key":"dc:creator","label":"Author","values":["Ghahremani, Hamed"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2019-07-30T15:10:52Z","2019","2019-05-08 10:19:39"]},{"key":"dc:publisher","label":"Institution","values":["State University of New York at Buffalo"]},{"key":"dc:type","label":"Dc Type","values":["Text","Dissertation"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["organizational behavior"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]},{"key":"dc:rights","label":"Dc Rights","values":["Users of works found in University at Buffalo Institutional Repository (UBIR) are responsible for identifying and contacting the copyright owner for permission to reuse. University at Buffalo Libraries do not manage rights for copyright-protected works and cannot assist with permissions.","Copyright retained by author."]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/10477/79902"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Ph.D.","Amid many ethical scandals in corporations across industries, scholars often focus on moral forms of leadership as a potential solution. An assumption in this body of research is that leaders are responsible to define and uphold morality in the workplace. In this dissertation, I advance a leader-follower fit model to challenge this assumption. Drawing on the moral self theory and the fit paradigm, I argue that not all organizational leaders personally care about morality. Furthermore, some followers may strongly define themselves around moral traits such as helping, caring, and fairness. I propose that such variability in how much morality is central to one’s identity among leaders and followers will have implications for the followers when studied from a leader-follower fit perspective. Specifically, I examine three conditions of (1) leader-follower fit (versus misfit) of moral identities, (2) leader-follower fit of strong (versus weak) moral identities, and (3) leader-follower misfit of moral identities when the follower has a strong (weak) and the leader has a weak (strong) moral identity. I examine the implications of each condition for the follower’s moral attentiveness and disengagement. In addition, I examine how fit (misfit) of moral identities in leader-follower dyads will influence the follower’s (im)moral behaviors of cheating, resistance, and ethical voice through moral cognition. I found that a fit at moderate levels of moral identity best enhanced a follower’s moral attentiveness. Furthermore, I found that a misfit of moral identities in leader-follower dyads had implications for the follower’s moral attentiveness and through that for the follower’s engagement in constructive upward resistance and ethical voice. Taken together, this model has theoretical applications for the study of moral leadership and practical implications for organizations that strive to enhance their moral climate.","**To request an accessible version of the file(s) associated with this item, contact library@buffalo.edu. Please include the item's persistent URL [http://hdl.handle.net/. . .] in your request.**"]},{"key":"dc:format","label":"Dc Format","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["Being (A)moral and Working with an (A)moral Boss: The Impact of Moral Identity Congruence on Employee Moral Cognition and Moral Behavior"]}]}],"canonical_facts":{"dc:contributor":["Lemoine, G. James","Organization and Human Resources"],"dc:creator":["Ghahremani, Hamed"],"dc:date":["2019-07-30T15:10:52Z","2019","2019-05-08 10:19:39"],"dc:description":["Ph.D.","Amid many ethical scandals in corporations across industries, scholars often focus on moral forms of leadership as a potential solution. An assumption in this body of research is that leaders are responsible to define and uphold morality in the workplace. In this dissertation, I advance a leader-follower fit model to challenge this assumption. Drawing on the moral self theory and the fit paradigm, I argue that not all organizational leaders personally care about morality. Furthermore, some followers may strongly define themselves around moral traits such as helping, caring, and fairness. I propose that such variability in how much morality is central to one’s identity among leaders and followers will have implications for the followers when studied from a leader-follower fit perspective. Specifically, I examine three conditions of (1) leader-follower fit (versus misfit) of moral identities, (2) leader-follower fit of strong (versus weak) moral identities, and (3) leader-follower misfit of moral identities when the follower has a strong (weak) and the leader has a weak (strong) moral identity. I examine the implications of each condition for the follower’s moral attentiveness and disengagement. In addition, I examine how fit (misfit) of moral identities in leader-follower dyads will influence the follower’s (im)moral behaviors of cheating, resistance, and ethical voice through moral cognition. I found that a fit at moderate levels of moral identity best enhanced a follower’s moral attentiveness. Furthermore, I found that a misfit of moral identities in leader-follower dyads had implications for the follower’s moral attentiveness and through that for the follower’s engagement in constructive upward resistance and ethical voice. Taken together, this model has theoretical applications for the study of moral leadership and practical implications for organizations that strive to enhance their moral climate.","**To request an accessible version of the file(s) associated with this item, contact library@buffalo.edu. Please include the item's persistent URL [http://hdl.handle.net/. . .] in your request.**"],"dc:format":["application/pdf"],"dc:identifier":["http://hdl.handle.net/10477/79902"],"dc:language":["eng"],"dc:publisher":["State University of New York at Buffalo"],"dc:rights":["Users of works found in University at Buffalo Institutional Repository (UBIR) are responsible for identifying and contacting the copyright owner for permission to reuse. University at Buffalo Libraries do not manage rights for copyright-protected works and cannot assist with permissions.","Copyright retained by author."],"dc:subject":["organizational behavior"],"dc:title":["Being (A)moral and Working with an (A)moral Boss: The Impact of Moral Identity Congruence on Employee Moral Cognition and Moral Behavior"],"dc:type":["Text","Dissertation"]},"updated_at":"2026-07-27T19:05:19Z"}