近年来，由于企业道德丑闻频发，组织中的非道德行为及其产生原因引起了学术界的广泛关注。然而，以往大多数研究是针对基层员工展开的。实际上，在组织中，管理者的非道德行为更常发生，危害更大，而且还会诱发员工的非道德行为，因此更值得研究。以此为切入点，本课题拟从组织最高层的CEO着眼，考察CEO道德型领导方式对管理者非道德行为的影响及其作用机制，并在此基础上构建一个"CEO道德型领导、管理者非道德行为、员工非道德行为"的多层次关系模型，探讨CEO道德型领导通过影响管理者非道德行为进而影响员工非道德行为的下行传递效应。本课题将依据社会学习理论，立足中国企业管理情境，综合采用访谈、问卷调查等方法，通过三项研究阐明上述问题。本课题将深化和扩展道德型领导和非道德行为的研究内容、范式和层次，丰富学术界对二者关系的认识，为我国企业防治组织成员非道德行为提供有效策略和方法。

Recent years have witnessed a substantial increase in the number of corporate ethics scandals, and its staggering consequences for organizations and society. In view of these phenomena, researchers have devoted attention to unethical behavior perpetrated by frontline followers. Yet, knowledge about manager unethical behavior and its antecedents is limited. Because of their legitimate authority, assigned role, and status, managers are more likely to engage in unethical behavior, causing detrimental effects and intriguing follower unethical behavior. Hence, it is a meaningful endeavor to look into manager unethical behavior. Using social learning theory as an overarching framework, we intend to address this issue. First, we will examine the linkage and mechanisms between CEO ethical leadership and manager unethical behavior. A social learning perspective suggests that CEO affects their direct report's behavior by way of modeling processes. Specially, we argue that CEO ethical leadership will decrease manager unethical behavior by increasing their ethical behavior-outcome expectancy and moral efficacy expectancy, and this mediating process will be further moderated by manager moral identity, and organizational transparency of ethical behavior. Second, we will propose a multi-level model combining CEO ethical leadership, manager and follower unethical behavior to investigate the cascading effect and its moderated and mediated mechanism that CEO ethical leadership reduces follower unethical behavior. To answer these questions, we will adopt multiple methods including interviews, and questionnaires in three studies. Our research is important theoretically because it extends current ethical leadership and unethical behavior literature by examining the CEO-manager dyadic interaction and its underlying mechanisms and boundary conditions. Also it provides an insight into the trickle-down effect of ethical/unethical behavior across three different hierarchies within the organization. Practically this has implications for designing and developing particular management practices such as top management leadership training, and manager socialization to decrease unethical behavior.