Abstract
Leadership has been observed to play a significant role in corporate scandals, which are surfacing with a greater frequency than before. Against this background, studying how employees may react to such leadership in the workplace becomes important. This paper focuses on the networking behavior exhibited by employees, which can be closely related to the unethical leadership displayed by the organization's management team. We propose a conceptual model in which we suggest the different pathways through which unethical leadership may affect employee networking behavior. Using the Conservation of Resources theory proposed by Hobfoll (1989), we suggest how employee voice behavior and psychological stress become the reason for the relationship. We also explore the moderating nature of leader-follower value congruence, power distance, and psychological ownership. In addition to highlighting a research gap, the conceptual model can have several theoretical and practical implications.