Why does leadership non-contingent punishment lead to bystander workplace deviance behavior? – Dual path perspective of cognition and affection

Abstract

Purpose

Based on the cognition-affection personality system theory, this study constructs and tests a mediation model of leadership non-contingent punishment on bystander workplace deviance behavior through bystander affective rumination and bystander psychological contract violation, as well as a chain mediation effect of bystander affective rumination and bystander psychological contract violation, and explores the moderation role of bystander performance pressure in this model.

Design/methodology/approach

This study takes 454 employees and their colleagues from several Chinese enterprises as the research subjects and conducts a paired survey at three-time points using Mplus 7.4 to analyze the empirical data.

Findings

The research results are as follows: Bystander affective rumination and bystander psychological contract violation play a mediation role between leadership non-contingent punishment and bystander workplace deviance behavior, respectively. Bystander affective rumination and bystander psychological contract violation play a chain mediation role in the positive role of leadership non-contingent punishment on bystander workplace deviance behavior. Bystander performance pressure moderates the chain mediation path by enhancing the positive role of leadership non-contingent punishment on bystander affective rumination.

Originality/value

This study comprehensively explores the internal path of the impact of leadership non-contingent punishment on bystander workplace deviance behavior from the perspective of bystanders through dual paths of cognition and affection. It enriches the result variables of leadership non-contingent punishment, expands existing research on the mediation mechanism of leadership non-contingent punishment and deepens the understanding of the mechanism of leadership non-contingent punishment. At the same time, it has practical guidance significance to promote the suppression of leadership non-contingent punishment in organizations, reduce the occurrence of employee workplace deviance behavior, help employees better integrate into the organization and build a harmonious organizational environment.

Citation

Wang, L. and Chen, H. (2024), "Why does leadership non-contingent punishment lead to bystander workplace deviance behavior? – Dual path perspective of cognition and affection", Journal of Organizational Change Management, Vol. 37 No. 5, pp. 926-944. https://doi.org/10.1108/JOCM-04-2023-0145