Abstract: In enterprises, leaders sometimes are involved in corruption by using company's resources for their own benefit. We define such leaders who place their own well-being and interests above both their followers' needs and the goals of the organization as self-serving leadership. Though researchers have examined the negative influences of self-serving leadership on groups and employees, we still know little about how self-serving leadership impacts subordinates' behavior. Drawing on cognitive-affective processing system framework, the current study propose a dual-pathway model that self-serving leadership influences subordinates' deviant behavior, and examines the mediating effects of moral disengagement and anger emotion, as well as the moderating effect of justice sensitivity. We use HLM to analyze data collected from 444 employees of 75 groups. Results show that self-serving leadership positively influences subordinates' organizational and interpersonal deviance behavior through the mediating effects of moral disengagement and anger. Justice sensitivity moderates these indirect effects, such that when justice sensitivity is high, the indirect effect is stronger. Our study extends the research on the outcomes of self-serving leadership and reveals the process mechanisms through which self-serving leadership influences subordinates' deviant behavior, as well as the boundary conditions.

Key words: self-serving leadership, deviant behavior, moral disengagement, anger, justice sensitivity