Abstract
ABSTRACT This research project aimed to examine group reactions towards acts of loyalty versus disloyalty. Study One revealed that, compared to their counterparts, members with loyal behavior received more positive evaluations from the group. Critical members with disloyal behaviors received the worst evaluations and generated negative impact on group performance, in which criticality was defined as individual significance towards their own group. Yet, non-critical members with disloyal behaviors did not generate any salient impact on group performance. Study Two indicated that critical members with disloyal behavior provoked more negative emotions than non-critical members with disloyal behavior. General group members were keen to punish the disloyal members, even sacrificing their own interests. This research suggested that disloyal behavior may not be the sole factor accounting for deteriorated group dynamics and performance, because the degree criticality of disloyal membersis also of importance. Implication of the findings and their contribution to the theoretical framework of group management are evaluated. Suggestions for group leaders, personnel officers, and managerial practitioners are discussed accordingly.