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- W2858049297 abstract "Organizational research has drawn on social learning theory (Bandura, 1971) to explain how employees learn workplace behaviors, particularly focusing on the influence of supervisors while overlooking the influence of other role models within and outside the workplace. Moreover, a tendency to employ social learning without directly measuring the role modeling process has led to speculation about the explanatory power of social learning theory in some behavioral contexts (e.g., Wo, Ambrose, & Schminke, 2015) and questions about the extent to which supervisors are necessarily the most salient role model for employees (Ogunfowora, 2014). We address these issues by developing a measure of role modeling perceptions and using it to test a model of multiple role modeling effects on employee behavior at work in two distinct behavioral contexts: workplace ethics and safety. We find that the effects of specific role models on employee behavior depend on the behavioral context. Employee ethical conduct at work is influenced by role models from within and outside the organization, whereas employee safety behaviors are influenced only by workplace role models. In addition, our model integrates social learning and social exchange theories to explain how organizational role models uniquely motivate behavior by fostering feelings of obligation to the organization." @default.
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- W2858049297 date "2018-08-01" @default.
- W2858049297 modified "2023-09-25" @default.
- W2858049297 title "Supervisors Don’t Do It Alone: How Role Models Affect Employee Ethical and Safety Behavior at Work" @default.
- W2858049297 doi "https://doi.org/10.5465/ambpp.2018.17524abstract" @default.
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