Organizational Deviance Research Articles

Empowering leadership and followers' good and bad behaviors: A dual mediation model

AbstractDrawing from social exchange theory and conservation of resources theory, the present study examines the effects of empowering leadership on followers' innovative work behavior (IWB) and organizational deviance through two underlying psychological mechanisms: (a) by developing followers' trust in leader and (b) by lowering followers' emotional exhaustion. The model was tested using a sample of 343 full‐time Indian managerial employees who completed surveys at two time points separated by an approximate 2‐week interval. Results from structural equation modeling supported the hypothesized model, suggesting that empowering leadership elicited greater trust in the leader and lowered emotional exhaustion, both of which made followers engaged in more IWB and less organizational deviance. Together, these findings highlight the importance of both social exchange‐based and resource‐based underlying mechanisms explaining why empowering leadership promotes desirable and reduces undesirable work behaviors of followers. Theoretical and practical implications are discussed.

The influence of Islamic Work Ethic on employees’ responses to change in Kuwaiti Islamic banks

Significant attention has been paid recently to Islamic Work Ethic (IWE) particularly in organizational change literature. However, the nature of the relationship remains ambiguous. Research studies attempting to uncover IWE’s influence on characteristics of employees’ responses are still in its infancy. To tackle this gap, this study contributes to knowledge by developing a possible conceptual model identifying IWE’s influence on employees’ responses towards change in the shape of their commitment to change and organizational deviance. The testing of these relationships took place in the ever-developing Kuwaiti Islamic banking sector. Data was collected from 398 employees by distributing self-administered questionnaires. Outcomes revealed that the extent of IWE’s influence on employee commitment to change varied across different components. This result offers a unique understanding into IWE’s affiliation with employee attitudes to change, especially in the Islamic banking sector. Moreover, IWE was found to negatively influence employee engagement in organizational deviance. As such, this finding has not been established within the context of change previously. Due to such findings, several implications and future research directions emerge.

The psychological implications of COVID-19 on employee job insecurity and its consequences: The mitigating role of organization adaptive practices.

The current study aims to understand the detrimental effects of COVID-19 pandemic on employee job insecurity and its downstream outcomes, as well as how organizations could help alleviate such harmful effects. Drawing on event system theory and literature on job insecurity, we conceptualize COVID-19 as an event relevant to employees' work, and propose that event strength (i.e., novelty, disruption, and criticality) of COVID-19 influences employee job insecurity, which in turn affects employee work and non-work outcomes. We also identified important organization adaptive practices responding to COVID-19 based on a preliminary interview study, and examined its role in mitigating the undesired effects of COVID-19 event strength. Results from a two-wave lagged survey study indicated that employees' perceived COVID-19 event novelty and disruption (but not criticality) were positively related to their job insecurity, which in turn was positively related to their emotional exhaustion, organizational deviance, and saving behavior. Moreover, organization adaptive practices mitigated the effects of COVID-19 event novelty and criticality (but not disruption) on job insecurity. Theoretical and practical implications are discussed. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

RETRACTED: The effect of servant leadership on group collective organizational deviance-mediating effect of team egoism

In view of the widespread of group collective organizational deviance and its profound influence on the development of the organization, its causes and formation mechanism have attracted great attention from the academic and practical circles. Drawing on social identity theory, we attempt to explore the influence mechanism of servant leadership on group collective organizational deviance, especially the intermediation of team egoism. In order to test our model, we conducted a survey on 394 subordinates and 102 team leaders from 5 companies in Pearl River Delta, China. It is found that servant leadership can reduce team egoism, team egoism will enhance group collective organizational deviance, and team egoism plays a mediating role in the relationship between servant leadership and group collective organizational deviance. Our work uses social identity theory to build a comprehensive frame work for understanding the antecedents of group collective organizational deviance, thus providing a uniquely generative frame work for further research.

The need to belong: how to reduce workplace ostracism

ABSTRACT Although the need to belong, or the desire for interpersonal attachments, is a basic human motivation, understanding of how and when it influences workplace ostracism is notably limited. Based on belongingness theory, this study examines the negative relationship between the need to belong and exposure to workplace ostracism by focusing on the mediating role of organizational deviance and the moderating role of in-role performance. Data from 108 supervisor–subordinate dyads in China were collected at three time points. The results reveal that organizational deviance mediates the relationship between the need to belong and workplace ostracism. Additionally, in-role performance alleviates the negative relationship between the need to belong and organizational deviance. The implications for management theory and practice are discussed.

The Mediatory role of Futility, Psychological Detachment, Abusive Supervision, And Interpersonal Conflict In explaining the effect of behavioural factors on Organisational Deviance: The complementary Role of Ethical Reasoning

The Mediatory role of Futility, Psychological Detachment, Abusive Supervision, And Interpersonal Conflict In explaining the effect of behavioural factors on Organisational Deviance: The complementary Role of Ethical Reasoning

The Negative Role of Organizational Embeddedness in Organizational Support, Trust and Deviance Relationships: Evidence from Pakistan

The Negative Role of Organizational Embeddedness in Organizational Support, Trust and Deviance Relationships: Evidence from Pakistan

The Dark Side of Helping Behavior: The Effect of Helping Pressure on Instigated Incivility and Organizational Deviance complemented by Character Morality

The Dark Side of Helping Behavior: The Effect of Helping Pressure on Instigated Incivility and Organizational Deviance complemented by Character Morality

Psychological Contract Breach and Organizational Deviance Behaviour: Mediating Role of Professional Commitment

This study was carried out to measure the direct impact of employees’ psychological contract breach on organizational deviance behavior and professional commitment, direct impact of professional commitment on organizational deviance behavior, and mediating role of professional commitment in the relationship between psychological contract breaches to organizational deviance behavior. As the respondents, 426 employees working in Nepalese non-profit making organization (i.e. international non-government organization working in Nepalas well as national level non-government organization) were surveyed.
 were drawn from the analysis of crosses sectional perceptual data adopting quantitative research method, deducting reasoning approach and positivist research philosophy. Regression analysis, after the confirmatory factor analysis, revealed that (a) employee’s psychological contract breach was positively associated with organizational deviance behavior, (b) employees psychological contract was negatively associated with professional commitment, (c) employees’ professional commitment was negatively associated with organizational deviance behavior, and (d) professional commitment mediated the relationship of psychological contract breach to organizational deviance behavior. Moreover, regarding effect size, the direct effect size of psychological contract breach to predict organizational deviance behavior was .86, and an indirect effect through professional commitment was -.12.Based on the study's conclusion, numbers of theoretical implication and practical implications are suggested.

How Ethical Leadership Limits Organizational Deviance, and Promotes Organizational Citizenship Behavior: A Mediatory Role of Affective Commitment Complemented by Ethical Conviction and Reputation for Performance.

Despite numerous researches on ethical leadership, literature still lacks the researches on boundary conditions that limit its effectiveness. Thus, the present study examines the relationship between ethical leadership (EL) and organizational deviance via first-order mediation of affective commitment to the organization, as a reflection of the quality of the employee–organization relationship. Using Social learning & Exchange theories and group engagement models, we also examined the EL effect on Organizational Citizenship Behavior (OCB) through organizational deviance as a second-order mediator. We also propose that this relationship is conditional on the supervisor’s reputation for performance (i.e., the moral standards are coupled with work effectiveness), and Perceived Leader Ethical Conviction. For the, we modified Neves and Story (2015) model to further extend to OCB while adding a moderator. OCB was measured in both Individual & organizational context. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 286 corporate employees from different sectors, working in Pakistan, and analyzed using confirmatory factor analysis and structured equation modeling. The results suggested that EL seems to exert a positive impact on Affective commitment, this would in turn have a negative effect on organizational deviance. Affective commitment also seems to have a positive effect on both OCB of individuals and organizations. Understandably, organizational deviance seems to be negatively affecting both OCBs. We also witnessed a positive complementary effect of Reputation for Performance in EL and affective commitment nexus. Hence, the positive relationship between ethical leadership and affective commitment is more pronounced when leaders have a high reputation for performance. Hence, results imply that organizations have to pay attention to the moral values and standards of supervisors and leaders, as they are significant role models due to their ability to reward or punish employees.

Workplace Deviant Behaviour in Response to Breach of Psychological Contract: The Mediation Effect of Moral Disengagement

With the increased instances of deviant behaviours, there is a pressing need to explore its instigating variables. This article explores the influence of Breach of Psychological Contract (BPC) on two dimensions of workplace deviant behaviour namely, organisational deviance and interpersonal deviance through the mediating role of moral disengagement, a construct whose role has not been studied in the literature. The study is to explore the socio cognitive reaction of employees when the social exchange relationship between employer and employee is disturbed. It focuses on the fact that promises made to the employees matter. The data were collected from 248 employees working in private sector in India with at least one year of experience and analysed using Structural Equation Modelling and Mediation model developed by Baron and Kenny (1986) and Hayes (2008). Cross sectional study design is followed. The results show that Breach of Psychological Contract significantly affects both types of workplace deviant behaviour (organisational and interpersonal) with moral disengagement partially mediating the relationship. The conclusion drawn from the study will guide the managers to focus on maintaining psychological contracts for establishing a healthy social exchange relationship between employer and employee. It will help them to not go overboard with false promises and design their policies in such a manner that employee's psychological contracts are fulfilled. Use of moral disengagement as a mediator will highlight the importance of studying socio-cognitive reaction of employees to certain actions of the organisation.

Impact of Workplace Bullying on Job Attitudes: Moderated by Ethical Leadership

The objective of this study was to examine the impact of workplace bullying on job attitudes: moderated by ethical leadership. Results and findings revealed that there is no significant relationship between bullying at the workplace and the deviance of employees. As employees spend most of their daily time at workplaces, the behaviors of employees at workplaces are a major concern for management and organizations. This is Quantitative research, using cross-sectional data to test the hypothesis empirically. SPSS 21 is used for all statistical analysis of data. The study is cross-sectional in nature as data was collected from various sources at one time. Results and findings revealed that there is no significant relationship between bullying at the workplace and the deviance of employees. The correlation between WPB and WPD is significant, but regression analysis has proved insignificance in this relationship. This research will extend the previous literature in two ways; first, we test the direct relationship between Workplace Bullying (WPB) with organizational deviance and individual deviance, its impact on employees’ turnover intentions, and its impact on Organizational Citizenship Behaviors (OCB) of employees. Secondly, we will test whether Ethical leadership moderates this relationship or not. This study will fill the gap by stressing PSR in developing and underdeveloped countries and its impact on firms performance.

THE ROLE OF ORGANIZATIONAL CITIZENSHIP BEHAVIOR ON THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND ORGANIZATIONAL DEVIANCE

Organizational culture is one of the most important factors that provide sustainable success for an organization, which consists of underlying assumptions that employees share about appropriate behaviors and values. Organizational culture takes time to develop and change, as it is a tied system of artifacts, values, and underlying assumptions that’s why it is important to examine behaviors that have a positive or negative effect on the organizational culture. This study empirically examines the relation between organizational citizenship behavior, organizational culture and organizational deviance. The proposed research model and associated hypotheses were tested based on data collected from 352 employees in the banking industry. The findings revealed that organizational behavior has a mediator role on the relationship between organizational culture and organizational deviance. The study also provides new insights to managers, leaders and policymakers about the importance of building a strong organizational culture through organizational citizenship behavior.

Relationships between psychological contract breach and employee well‐being and career‐related behavior: The role of occupational future time perspective

SummaryRelationships between psychological contract breach and employee well‐being and career‐related behavior cannot sufficiently be explained by social exchange and reciprocity theories, yet the alternative mechanisms underlying these associations are currently not well understood. Based on the psychological contract perspective on careers, the goal of this study was to examine indirect effects of psychological contract breach on emotional engagement, emotional exhaustion, and career‐related behavior through two dimensions of occupational future time perspective (i.e., focus on opportunities and focus on limitations). Data came from 405 employees in Australia, who responded to three surveys across 12 months. Results showed that psychological contract breach had indirect effects on emotional engagement and exhaustion through focus on opportunities and focus on limitations, respectively, and on career‐related behavior through focus on opportunities. Another mechanism, psychological contract violation, was only related to employees' organizational deviance. These findings highlight the important role of occupational future time perspective dimensions as employees' evaluations of future career‐related opportunities and limitations. These evaluations may change in response to psychological contract breach and, in turn, might impact on employee well‐being and career‐related behavior.

When workplace bullying spreads workplace deviance through anger and neuroticism

PurposeWith a basis in affective events theory, this study aims to investigate the mediating role of anger in the relationship between employees’ exposure to workplace bullying and their engagement in deviant behaviours, as well as the invigorating role of their neuroticism in this process.Design/methodology/approachThree-wave, time-lagged data were collected from employees and their peers in a sample of Pakistani organizations.FindingsWorkplace bullying spurs interpersonal and organizational deviance because it prompts feelings of anger in employees. This mechanism is more prominent among employees with high levels of neuroticism.Originality/valueThis study reveals that the experience of anger is a key feature by which bullying behaviours steer employees towards counterproductive work behaviours, and this harmful process is more likely to escalate when employees’ personality makes them more vulnerable to emotional distress.

Effect of Destructive Leadership on Workplace Deviance and Interpersonal Deviance: Mediating Role of Emotional Exhaustion

The current research study is an attempt to investigate the effect of destructive leadership on workplace deviance and interpersonal deviance. The study was also examined whether emotional exhaustion mediates the relationship among destructive leadership and workplace deviance and interpersonal deviance. In order to test the specified relationship, 326 administrative staff was selected to participate in the study through sampling random technique. For data collection, a close-ended questionnaire with a Likert five-point type scale was used. For instruments validity, exploratory factor analysis was used, and Cronbach alpha was used for instruments reliability. Therefore, the study found positive and significant relation between destructive leadership on interpersonal deviance and workplace deviance. The result of mediation analysis is that emotional exhaustion found a significantly and positively mediate between independent and dependent variable. The study concludes that how to make perfect destructive leadership leads destructive leadership affects (interpersonal deviance and organizational deviance) and emotional exhaustion how these relations mediate. The Current research study recommended that destructive leadership could harm the employees health by causing stress, and also increased absenteeism and job lower performance, so it should be prevented to run the organization smoothly. Implications, limitations and exploring the area are also explained.

Understanding despotic leadership through the lens of Islamic work ethics

Deleterious leadership is at rising, while its harmful effects have recently gained researchers' attention. Based on social exchange and conservation of resources perspectives, this study aims at investigating the harmful effect of dark side of a leader (i.e., despotic leadership) on job dissatisfaction and organizational deviance considering the moderating effect of Islamic work ethics (IWE). The data were collected from supervisor‐subordinate dyads through a self‐administrated questionnaire‐based survey. A total of 746 useful responses were statistically evaluated through structural equation modeling technique, and it was found that despotic leadership has a strong relationship with job dissatisfaction and organizational deviance. Furthermore, IWE was found to buffer the positive effect of despotic leadership on job dissatisfaction; whereas reverse the positive relationship of despotic leadership with deviance. Anchoring on social exchange and conservation of resource perspectives, our study contributes to the limited literature on harmful effects of despotic leadership on subordinates. We further contributed by identifying when and how these effects can be buffered or reversed. The findings of our study suggest policymakers and organizations the ways through which the damaging effects of despotic leadership can be controlled and minimized.

Normalising deviance in construction project organizations: a case study on the collapse of Carillion

In 2018, the Construction giant Carillion went into compulsory liquidation costing the UK taxpayers an estimated £148m. According to our analysis performed on the case, the demise of Carillion was the result of accumulation of failures and normalisation of deviations from good practice. The purpose of this study is to better understand how deviance can become the norm such that actors in the context of the construction organisations such as Carillion, come to adopt deviant practices rather than respecting their accepted industry codes and ethos. This study is based on an in-depth analysis of publicly available data on the case of Carillion. Our aim is to better understand the process of normalisation of deviance and its potential effect on organisations. Our analysis of the case revealed three specific types of normalised deviance: late payments to suppliers, aggressive accounting and payment of high dividends to shareholders despite the troubled financial status of the firm. The results of our work contribute to theory by showing that normalisation of deviance is a gradual process which can be influenced by actors both within the focal organisation as well as actors in its environment. The managerial implications highlight the need for all actors in the construction sector to become more aware of the normalising deviance process and its potential negative effects, which can be mitigated by stronger adherence to controls in the external environment in which the organisation operates.

POLİTİK YETİNİN ÖRGÜTSEL SAPMA DAVRANIŞI ÜZERİNDEKİ ETKİSİNDE MERİTOKRASİNİN ROLÜ

Working life has now become a structure that is more than just permanent by doing their jobs in the best way. Individuals who want to protect themselves against the effects of extreme competition and create value in the companies they work for, they also have to demonstrate their different social competencies in this process besides performing their duties in the best way. The social skills that individuals possess are of great importance in addressing the problems posed by behavioral processes in organizations. The aim of this study is to examine the impact of employee political skill levels and perceptions of meritocracy on organizational deviance behavior that range from productivity antagonism to aggression in organizations and are covered in a wide range of topics. The data of the study was obtained by applying a face-to-face survey method together with a simple random sampling technique in Istanbul. The analyses were conducted using the IBM SPSS 20.0 statistical program over 412 survey forms that were returned from the participants. As a result of these analyses, it was found that participants exhibited less personal and deviant behaviors (dimensions of organizational deviance behavior) as their levels of social competence (dimensions of political competence) increased. In addition, it has also been observed that meritocracy has a regulatory role in the impact of political skill on organizational deviation.

Teacher and Peer Responses to Warning Behavior in 11 School Shooting Cases in Germany.

Warning behavior prior to an act of severe targeted school violence was often not recognized by peers and school staff. With regard to preventive efforts, we attempted to identify barriers to information exchange in German schools and understand mechanisms that influenced the recognition, evaluation, and reporting of warning behavior through a teacher or peer. Our analysis is based on inquiry files from 11 cases of German school shootings that were obtained during the 3-year research project “Incident and case analysis of highly expressive targeted violence (TARGET).” We conducted a qualitative retrospective case study to analyze witness reports from school staff and peers. Our results point to subjective explanations used by teachers and peers toward conspicuous behavior (e.g., situational framing and typical adolescent behavior), as well as reassuring factors that indicated harmlessness (e.g., no access to a weapon). Additionally, we found organizational barriers similar to those described in US-American case studies (e.g., organizational deviance).