Setting a Good Example? The Effect of Leader and Peer Behavior on Corruption Among Indonesian Senior Civil Servants

Abstract

Standard anticorruption interventions consist of intensified monitoring and sanctioning. Rooted in principal‐agent theory, these interventions are based on the assumption that corrupt acts follow a rational cost‐benefit calculation by gain‐seeking individuals. Given their mixed results, however, these interventions require closer scrutiny. Building on goal‐framing theory, the authors argue that rule compliance requires a salient normative goal frame, since monitoring can never be perfect. Being inherently brittle, it needs constant reinforcement through external cues operating alongside formal monitoring and sanctioning. Leaders and peers setting a good example can provide such cues. In line with this hypothesis, analysis of multilevel repeated measures data from a vignette study of 580 Indonesian senior civil servants shows that the perceived likelihood of a hypothetical civil servant accepting a bribe is lowest when monitoring and sanctioning are strong and when leaders and peers are known to have refused bribes in the past.