Purpose: We show that, in the service context, moral and self-determined (“SDT”) self-regulation must be integrated for the effective management of Service Sabotage and Deviant Service Adaptation (“DSA”).

Design/methodology/approach: Using SEM on a database of (n=253) US frontline service employees collected in two waves through M-Turk, we examine the distinct effect of SDT competence, autonomy and relatedness on Service Sabotage and DSA mediated, respectively, by a) moral identity internalization, b) self-control through negative emotions, and c) heuristic thinking through positive emotions. We further examine an interaction effect of ethical leadership with moral identity internalization.

Findings: All hypotheses are proven in a manner consistent with moral motivation. The mediated effects of SDT competence and autonomy reduce Service Sabotage and (harmful) DSA, whilst the mediated effect of SDT relatedness increases (pro-social) DSA. Ethical leadership has divergent, though meaningful, effects on Service Sabotage and DSA. Finally, moral identity internalization mediates the effect of SDT relatedness with implications for theory.

Practical Implications: Our findings highlight the importance of fostering the integration of moral and SDT self-regulation in the service context and indicate boundary conditions for the use of ethical leadership styles.