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1 – 10 of over 3000Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e.…
Abstract
Constructive deviance has received increasing attention across the last 20 years. However, because the distinction between constructive and traditional forms of deviance (i.e., destructive) is based on the intent behind the behaviors, it can be difficult to determine which acts are constructive. As an umbrella construct consisting of several forms of deviant acts (e.g., whistle-blowing, employee voice, necessary evils), research into constructive deviance has largely remained focused on the individual behaviors to date. While advancements have been made, this focus has limited the consideration of an overarching understanding of constructive deviance in the workplace. Further, constructs like constructive deviance that straddle the bounds between beneficial and detrimental necessitate the exploration into their antecedents as determined by the employees (i.e., apples), their environments (e.g., barrels), or some combination of the two. The author seeks to advance the research in constructive deviance by proposing a testable model. In which, the author develops an interactionist perspective of the antecedents to reposition constructive deviance as the acts of good employees in restrictive or negative environments. In doing so, the author considers how various aspects of individuals, their organizational environments, and the influence of their leaders interact. The author then develops a multi-stakeholder approach to the outcomes of constructive deviance to consider how the various parties (i.e., organization, coworkers, customers) are expected to respond and how these responses impact the more distal outcomes as well as the likelihood of engaging in future constructive deviance.
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Guo Qiuyun, Wenxing Liu, Kong Zhou and Jianghua Mao
The authors examined the relationship between leader humility and employee organizational deviance. They also tested the mediating effects of personal sense of power and the…
Abstract
Purpose
The authors examined the relationship between leader humility and employee organizational deviance. They also tested the mediating effects of personal sense of power and the moderating effects of organizational identification on this relationship.
Design/methodology/approach
The authors tested their hypotheses using a sample of 186 employees from an information technology (IT) enterprise in China. They used hierarchical regression and bootstrapping analyses to test for direct and indirect relationships.
Findings
Sense of power mediated the effect of leader humility on organizational deviance and organizational identification moderated the effect of sense of power on organizational deviance. In addition, organizational identification mediated the indirect effect of leader humility on organizational deviance via sense of power. Thus, employees who demonstrate high organizational identification may not conduct organizational deviant behavior, even if they have a high sense of power.
Practical implications
Organizations should explore and practice effective leader humility. Selection and training programs should be developed to choose humble leaders and teach them how to exhibit moderate humility.
Originality/value
The authors contribute to the literature by revealing the negative effects of leader humility in Chinese culture. They find support for their hypotheses that employee sense of power mediates the relationship between leader humility and employee organizational deviance and that this relationship is weaker when employee organizational identification is higher. This clarifies how and why leader humility stimulates employee organizational deviance.
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The purpose of this study is to investigate the moral licensing effect of other in-group members' organizational citizenship behavior (OCB) on focal employees' organizational…
Abstract
Purpose
The purpose of this study is to investigate the moral licensing effect of other in-group members' organizational citizenship behavior (OCB) on focal employees' organizational deviance through moral self-concept. This paper also examines the moderating role of in-group identification in the mediated relationship.
Design/methodology/approach
The multilevel path analysis and bootstrapping technique are employed to analyze the findings of a sample of 340 employees in 56 workgroups in Vietnam.
Findings
The results demonstrate that moral self-concept mediates the positive relationship between other in-group members' OCB and focal employees' organizational deviance. Furthermore, the findings indicate that in-group identification strengthens the indirect effect of other in-group members' OCB on focal employees' organizational deviance via moral self-concept.
Practical implications
The findings suggest that managers should be aware of the potential negative consequences of OCB and the drawbacks of in-group identification in group contexts. In addition, practitioners should proactively prevent other in-group members' OCB from resulting in employees' organizational deviance.
Originality/value
This is the first study to examine the moral licensing effect of OCB on organizational deviance through the moral self-concept mechanism and the moderating role of in-group identification in this mediated relationship.
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Hakan Erkutlu and Jamel Chafra
Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance. Specifically…
Abstract
Purpose
Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance. Specifically, the authors take a relational approach by introducing employee’s organizational identification as the mediator. The moderating role of value congruence in the relationship between despotic leadership and organizational deviance is also considered.
Design/methodology/approach
Data were collected from 15 universities in Turkey. The sample included 1,219 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model.
Findings
The results of this study supported the positive effect of despotic leadership on employee’s organizational deviance as well as the mediating effect of employee’s organizational identification. Moreover, when the level of value congruence is high, the relationship between organizational identification and organizational deviance is strong, whereas the effect is weak when the level of value congruence is low.
Practical implications
The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce organizational deviance. Moreover, they should pay more attention to the buffering role of value congruence for those subordinates with high distrust and showing organizational deviance.
Originality/value
This study contributes to the literature on workplace deviance by revealing the relational mechanism between despotic leadership and employee organizational deviance. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational deviance.
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Xian Huang, Yijiao Ye, Zhao Wang, Xinyu Liu and Yijing Lyu
Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and…
Abstract
Purpose
Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and interpersonal deviance. Specifically, this study explored the mediating effect of distributive and procedural justice, as well as the moderating effect of justice sensitivity.
Design/methodology/approach
The focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling.
Findings
The results revealed that perceived organizational exploitation induced frontline hospitality employees’ organizational and interpersonal deviance through their perceptions of distributive and procedural justice. Moreover, employees’ justice sensitivity amplified perceived organizational exploitation’s harmful impact on justice perceptions and its conditional influence on organizational and interpersonal deviance.
Practical implications
Organizations should take actions to reduce the occurrence of exploitation to prevent employees’ workplace deviance behaviors. Moreover, organizations can foster employees’ justice perceptions and take care of employees with strong justice sensitivity to reduce the destructive behaviors triggered by organizational exploitation.
Originality/value
By investigating frontline employees’ workplace deviant behaviors, this research identifies new outcomes of exploitation by hospitality organizations. Moreover, the research contributes by offering a justice-based perspective to understand the effects of perceived organizational exploitation. Furthermore, this research helps identify a new boundary condition of being exploited by organizations.
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Hakan Erkutlu and Jamel Chafra
The purpose of this paper is to analyze the relationship between leader psychopathy and organizational deviance. In particular, the authors introduce employee’s psychological…
Abstract
Purpose
The purpose of this paper is to analyze the relationship between leader psychopathy and organizational deviance. In particular, the authors introduce employee’s psychological safety as the mediator. Furthermore, the moderating role of moral disengagement in the relationship between leader psychopathy and organizational deviance is also considered.
Design/methodology/approach
The data of this study include 611 certified nurses from 9 university hospitals in Turkey. The proposed model was tested by using hierarchical multiple regression analysis.
Findings
The results of this study supported the positive effect of leader psychopathy on organizational deviance along with the mediating effect of employee’s psychological safety. Furthermore, when the level of moral disengagement is low, the relationship between leader psychopathy and organizational deviance is weak, whereas the effect is strong when the level of moral disengagement is high.
Practical implications
The findings of the study recommend that administrators in the healthcare industry ought to be sensitive in treating their subordinates, since it will result in positive organizational relationship, which, subsequently, will certainly reduce organizational deviance. Furthermore, they have to pay more focus on the buffering role of moral disengagement for all those subordinates with high distrust and displaying organizational deviance.
Originality/value
This paper contributes to the literature about workplace deviance by uncovering the relational mechanism between leader psychopathy and employee organizational deviance. Furthermore, it includes practical assistance to healthcare employees and their leaders interested in building trust, increasing leader–employee relationship and reducing organizational deviance.
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Abstract
Purpose
The purpose of this study is to explore the influence of self-serving leadership on employees’ organizational deviance and its internal mechanism.
Design/methodology/approach
Through the data collected from 300 supervisor–employee dyads of five large enterprises in China, this research uses multilevel structural equation model to test the proposal hypotheses.
Findings
Results show that there is a positive relationship between self-serving leadership and employees’ organizational deviance, and ego depletion plays a mediating role between them. Moreover, this research also found that the relationship between self-serving leadership and ego depletion and the indirect effect of self-serving leadership on employees’ organizational deviance through ego depletion are negatively moderated by power distance orientation.
Originality/value
This study found a new antecedent variable of employees’ organizational deviance-self-serving leadership, and based on the ego depletion theory, deeply reveals the internal mechanism of self-serving leadership influencing employees’ organizational deviance, which has some enlightening significance for relevant theoretical research and management practice. In addition, this study also has unique advantages in data collection and analysis methods.
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Ali Ahmad Bodla, Ningyu Tang, Rolf Van Dick and Usman Riaz Mir
The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational…
Abstract
Purpose
The purpose of this paper is to examine the relationships between authoritarian leadership, organizational citizenship behavior toward one’s supervisor (OCBS) and organizational deviance. The authors hypothesized curvilinear relationships between authoritarian leadership and OCBS, and between authoritarian leadership and organizational deviance.
Design/methodology/approach
The authors analyzed two-source survey data of 240 employee–supervisor dyads collected from seven organizations in Pakistan.
Findings
Employees exhibited most OCBS and least organizational deviance at intermediate levels of authoritarian leadership. Employees’ perception of a benevolent climate at work moderated the curvilinear relations.
Research limitations/implications
The authors cannot draw causal inferences because of cross-sectional data. Furthermore, the authors’ results may be limited to cultures with high collectivism and high power distance.
Practical implications
This study envisions and illuminates a new avenue of curvilinear relationships among authoritarian leadership, OCBS and organizational deviance.
Originality/value
The two sources (employee–supervisor dyads) data collected from seven organizations supported a unique curvilinear relationship between authoritarian leadership, OCBS and organizational deviance.
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Su-Fen Chiu, Shih-Pin Yeh and Tun Chun Huang
The purpose of this paper is to investigate the relationships among role stressors, social support, and employee deviance. Specifically, this study explores the relationships of…
Abstract
Purpose
The purpose of this paper is to investigate the relationships among role stressors, social support, and employee deviance. Specifically, this study explores the relationships of role stressors (i.e. role conflict, role ambiguity, and role overload) to interpersonal and organisational employee deviance. Furthermore, this study examines the moderating role of social support (from supervisors and coworkers) on the above relationships.
Design/methodology/approach
Data were collected from 326 paired samples of sales and customer service employees as well as their immediate supervisors in Taiwan.
Findings
Role conflict had a positive relationship with both organisational and interpersonal deviance. Role ambiguity was positively, while role overload was negatively related to organisational deviance, respectively. Role ambiguity was more strongly related to organisational than to interpersonal deviance. Coworker support had a significant moderating effect on the role overload – interpersonal deviance relationship.
Practical implications
Organisations may implement policies and programs, such as clarification of job responsibility, provision of performance feedback and training in stress coping techniques, to lessen the negative effect of role conflict, and role ambiguity on employee deviance.
Originality/value
This study contributes to the literature in several ways. First, this study extends prior research on stressor-performance relationship by investigating the effect of role stressors on two forms of employee deviance (interpersonal deviance and organisational deviance) in a collectivist cultural context (i.e. Taiwan). Second, this study demonstrates that work-related characteristics (e.g. role stressors) have different degrees of effect on interpersonal and organisational deviance. Third, this research offers explanations on why there is little support for the moderating effect of social support on the stressor-deviance relationship.
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Zahra Ahmadi Alvar, Davood Feiz and Meysam Modarresi
This study aims to reach a perception of the advance of research on deviant organisational behaviours.
Abstract
Purpose
This study aims to reach a perception of the advance of research on deviant organisational behaviours.
Design/methodology/approach
This research has been done through the text mining method. By reviewing, the papers were selected 360 papers between 1984 and 2020. Based on the Davis–Boldin index, 11 optimal clusters were gained. Then the roots were ranked in any group, using the Simple Additive Weighting technique. Data were analysed by RapidMiner and MATLAB software.
Findings
According to the results obtained, clusters are included leadership styles, job attitudes, spirituality in the workplace, work psychology, personality characteristics, classification and management of deviant workplace behaviours, service and customer orientation, deviation in sales, psychological contracts, group dynamics and inappropriate supervision.
Originality/value
This study provides a landscape and roadmap for future investigation on deviant organisational behaviours.
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