Final answer:
Unethical behaviors in managers can result from multiple factors, including greed, financial need, peer pressure, and the behaviors of superiors. Procedural injustice and self-serving bias also play roles in ethical decision-making. The behaviors of superiors can be particularly influential, creating a trickle-down effect of unethical practices within an organization.
Step-by-step explanation:
The top factor in managers' unethical behaviors is often cited as a complex interplay of various motivators. However, given the options provided, it is essential to understand that managerial unethical behavior does not stem from a single cause. Factors such as greed, financial need, peer pressure, and the behaviors of superiors can all influence a manager's ethical decision-making. For instance, a manager may engage in unethical behavior if they feel pressured by their superiors to meet unrealistic financial targets, which is often observed in organizational environments where the ends justify the means. Similarly, peer pressure or a desire to conform can drive an individual to mirror the inappropriate actions of colleagues, thereby perpetuating a culture of unethical practices.
It is also necessary to consider psychological aspects, such as the self-serving bias where individuals justify their unethical actions by perceiving them as necessary or for a greater good. These rationalizations can contribute to unethical behaviors, as demonstrated by the exploitation of company resources under the pretext of higher moral authority. Furthermore, research, such as the experiment conducted by Greenberg in 1993, highlights that procedural injustice, or the perception of being treated unfairly, can trigger unethical behavior, such as theft. Hence, understanding the importance of procedural justice and maintaining ethical work cultures plays a significant role in curbing unethical behaviors.
Ultimately, while various factors contribute to unethical behaviors in managers, the behaviors of superiors can be a significant influential force, as managers may model their conduct on what they observe from those above them in the hierarchy. This can create a trickle-down effect in which unethical behaviors become normalized within an organization.