Passive leadership and deviant behaviors: the moderating effect of power distance and collectivism

Abstract

Purpose

This study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.

Design/methodology/approach

This study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.

Findings

This study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.

Practical implications

Managers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.

Originality/value

Few studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.

Citation

Wulani, F. and Junaedi, M. (2021), "Passive leadership and deviant behaviors: the moderating effect of power distance and collectivism", Journal of Management Development, Vol. 40 No. 5, pp. 324-338. https://doi.org/10.1108/JMD-07-2020-0216