Veiled Vices of Verticality: How Hierarchical Structures Encourage Leniency To Misconduct and Perpetuate The Cycle of Misconduct

Authors:

Abstract: Misconduct appears to be more pervasive and self-sustaining in hierarchical organizations compared to their less hierarchical counterparts. Commonly, it takes an ego-centric perspective and is believed that employee misconduct stems from an intrinsic motivation to secure personal resources. However, we propose an alternative, interpersonal mechanism: a hierarchical structure may induce organizational dehumanization, which in turn leads to more lenient responses to misconduct, ultimately increasing the likelihood of further misconduct. Our model is supported by diverse methodologies and samples. Study 1, an analysis of a large dataset of federal employees supports this finding, showing a lenient tendency towards wrongdoing in hierarchical departments. Subsequent experimental Studies 2A and 2B fins support for our full serial mediation model. Study 3 further investigates how an individual’s position within the organization moderates this dynamic. Overall, we highlight that the dehumanization inherent in hierarchical organizations can erode moral standards and weaken the enforcement of punitive actions. This research necessitates a re-evaluation of the ethical implications and moral costs associated with hierarchical structures in organizational design.

Track: CULTGEN

Keywords: Hierarchy, Perpetuation of Wrongdoing, Culture, Peer Punishment