From Empowerment to Ethical Blind Spots: A Dual‐Value Pathway to Unethical Pro‐Organizational Behavior via Task Value and Self‐Worth

This study examined the impact of empowering leadership on unethical pro‐organizational behavior (UPB) through the mediating roles of perceived task value and perceived self‐worth at work, and the moderating roles of work identification and organizational identification. Data were collected from 400 employees in South Korea. Partial least squares structural equation modeling indicated that empowering leadership positively influenced both perceived task value and perceived self‐worth at work. Although perceived task value suppressed UPB, perceived self‐worth at work increased UPB. Mediation tests showed that empowering leadership exerted two opposing indirect effects on UPB—a suppressive effect through perceived task value and a facilitative effect through perceived self‐worth at work—revealing a dual mechanism: empowerment can serve as a protective factor by enhancing perceived task value, yet be a risk factor by elevating perceived self‐worth at work. A supplementary analysis further suggested a small sequential pathway from perceived task value to perceived self‐worth at work. Moderated mediation analyses demonstrated that work identification strengthened the negative link between perceived task value and UPB, whereas organizational identification amplified the positive link between perceived self‐worth at work and UPB. These findings suggest that empowering leadership has ambivalent effects, shaping UPB through distinct value‐related pathways depending on employees' identification targets.