New research explores how high performers are perceived by their peers and how those perceptions influence their behavior.
In recent memory, we’ve seen seemingly well-intentioned CEOs engage in unethical behavior that eventually leads to organizational ruin. Why do they do it? Don’t these executives stand to lose the most from organizational failure? After all, their lives and reputations are most intertwined with the company. Fortunately, a groundbreaking theory is beginning to make sense of this baffling situation.
Unethical employees can be a major problem at work, but not good old co-worker Steve; He’s usually a pretty decent guy. However, today Steve is faced with a moral dilemma: Should he steal Amy’s tasty turkey sandwich that is sitting unattended in the fridge? New research shows that because Steve was just excluded from an interesting lunch-time discussion, it might make him more likely to commit the crime. But why?