When do ethical role models curb time theft? A dual social learning and exchange-based perspective on the role of felt obligation and trust

Purpose Based on the theoretical foundation of social exchange theory and social learning theory, this study aims to investigate the impact of leaders’ ethical role modelling on employees’ time theft behaviour, with the mediating role of felt obligation and the moderating role of trust. Design/methodology/approach In this study, data were gathered from 205 respondents who were working in service sector companies in Sargodha, Punjab, Pakistan via multistage sampling. Hayes’ PROCESS models 1, 4 and 7 were used for mediation, moderation and moderated mediation analysis. Findings Ethical role modelling has a significant impact on reducing time theft behaviour of employees. Felt obligation significantly mediates this relationship, while trust significantly moderates and strengthens the indirect relationship. The results confirm a moderated mediation model. Originality/value This study extends existing literature on workplace unethical behaviours by focusing on time theft in the Pakistani service sector based on the ethical reciprocity aspect of social exchange theory along with social learning theory. In contrast to the much-examined construct of ethical leadership, this research has examined the unique nature of ethical role modelling rather than the broad focus on leadership styles in general.