Organizational Deviant Behavior Research Articles

The individual-team multilevel outputs of humble leadership based on the affective events theory

Purpose This study aims to break through the limitations of previous studies that have focused too much on the individual-level effects of humble leadership. Based on the affective events theory (AET), this study provides to construct an individual-team multilevel model of humble leadership focusing on the followers’ affective reaction and attribution of intentionality. Design/methodology/approach On the basis of subordinates’ attribution of humble leadership, it is believed that there are actually two motivations for humble leadership: true intention (serve the organizational collective interest) and pseudo intention (serve the leader’s self-interest), to which subordinates have different affective reactions, causing different leadership effectiveness. Thus, this study conducted an extensive review based on the qualitative method and proposed an integrated multilevel model of leader humility on individual and team outputs. Findings Followers’ attribution of intentionality moderates the relationship between humble leadership and followers’ affective reaction, which also determines followers’ performance (task performance, interpersonal deviant behavior and leader–member exchange); the interaction between team leaders’ humble leadership and collective attribution of intentionality influences team outputs (team outputs, organizational deviant behavior and team–member exchange) through team affective reaction; team humble leadership affects individual outputs through affective reaction and team affective climate plays a moderating role between affective reaction and individual outputs. Originality/value This study explores the individual-team multilevel outputs of humble leadership based on the AET theory, which is relatively rare in the current field. This study attempts to incorporate leaders’ motivation (such as attributions of intentionality) into the humble leadership research, by confirming that humble leadership affects affective reaction, which further influences individual-team multilevel outputs.

The Modeling of Organizational Health based on the Organizational Commitment and Deviant Behaviors with the Mediation of Job Stress in Anxious Managers

Background and Objective: The present study was conducted with the aim of investigating the modeling of organizational health based on the organizational commitment and deviant behaviors with the mediation of job stress in anxious managers. Methods and Materials: This study in terms of purpose was applied and in terms of implementation method was cross-sectional from type of correlation. The research population was anxious managers in the 20th district of Tehran city in the academic years of 2023-24, which 400 people of them were selected as a sample by purposive sampling method. To collect data were used from questionnaires of organizational health (Hoy and Feldman, 1987), organizational commitment (Mayer and Allen, 1991), organizational deviant behaviors (Bennett and Robinson, 2000), job stress (Harris et al., 1994) and generalized anxiety disorder (Spitzer et al., 2006) and analyzed by path analysis method in SPSS-25 and Amos-25 software. Findings: The findings indicated that the model of organizational health based on the organizational commitment and deviant behaviors with the mediation of job stress in anxious managers had a good fit. Also, the variables of organizational commitment and deviant behaviors on job stress and organizational health and the variable of job stress on organizational health had a direct and significant effect (P<0.001). In addition, each of the variables of organizational commitment and deviant behaviors with the mediation of job stress on organizational health had an indirect and significant effect (P<0.001). Conclusion: According to the findings of this study, it is suggested that the officials and planners of the education system based on the results of this study and similar studies, take an effective step towards improving organizational health by designing and implementing appropriate programs. They to improve organizational health can increase the amount of organizational commitment and reduce the amount of organizational deviant behaviors and job stress.

직무과부하가 직무스트레스와 조직불공정성 및 반생산적과업행동에 미치는 영향

In order to increase the competitiveness of companies, reduction management has become commonplace, and efforts are being made to successfully perform more tasks with fewer people. Employees who experience job overload show lower satisfaction and engagement due to negative emotions towards their jobs and organizations, which negatively affects their actual work performance. Therefore, this study conducted an empirical analysis using PROCESS macro proposed by Hayes (2013) for members engaged in small and medium-sized enterprises in Busan to examine the effects of job overload on job stress, organizational unfairness, and counterproductive task behavior. As a result of the analysis, first, it was found that job overload had a positive (+) effect on CWB (individual deviation, organizational deviation). Second, it was found that job overload had a positive (+) effect on job stress and job stress had a positive (+) effect on CWB (individual deviation, organizational deviation), and third, job overload had a positive (+) effect on organizational unfairness, and organizational unfairness had a positive (+) effect on CWB (individual deviation, organizational deviation. Fourth, in the relationship between job overload and individual deviation and counterproductive task behavior, job stress and organizational unfairness did not have a mediating effect, while in the relationship between job overload and organizational deviant counterproductive task behavior, job stress and organizational unfairness showed a mediating effect. Based on the above, I would like to present theoretical and practical implications.

Restaurants under COVID-19 knife

PurposeDrawing upon conservation of resources (COR) theory and social exchange theory (SET), this study aims to empirically test a conceptual model in which social loafing (SLof) acts as a mediator in the relationship between fear of COVID-19 (FoC-19) and organizational deviant behaviors (OD). Additionally, the model proposed the moderating effect of servant leadership (SL) in the relation between FoC-19 and SLof.Design/methodology/approachThe relationships were examined using structural equation modeling with LISREL (linear structural relations) 8.30 using data from front-line restaurant employees and their supervisors in India using a time-lag design.FindingsResults suggest that SLof mediates the effects of FoC-19 on OD. Additionally, the results confirm that SL moderates the relation between FoC-19 and SLof.Research limitations/implicationsIt would be beneficial to increase the knowledge concerning the other potential outcomes of SLof. Moreover, it would be helpful to examine other probable moderators like trust in supervisor and supervisor support to understand whether they can have an interfering role in mitigating and minimizing SLof among restaurant employees.Practical implicationsBased on the findings, restaurant managers should pay sufficient attention to and carefully choose the leadership approach they apply in their workplaces. Restaurant managers would try to establish a bond with their employees by showing them empathy and paying attention to their emotional needs. The authors also suggest leaders who are leading people through crises make their employees understand why their job is important, rejuvenate their sense of attachment to their groups and organizations, and set clear directions for their employees.Originality/valueThe current study adds to the existing literature by investigating the effects of FoC-19 on front-line employees using data collected in the Indian restaurant industry. This empirical study will enrich the authors’ knowledge and understanding of the effect of SL to reduce the positive impact of FoC-19 on SLof.

Impact of School Climate on Teachers’ Workplace Organizational Deviant Behavior at High and Higher Secondary School Level

This study aimed to investigate the impact of school climate on teachers’ workplace organizational deviant behavior. The main objectives of the study were to analyze the impact of principal behavior, teachers’ behavior towards their colleagues, school safety and school resources on teachers’ workplace organizational deviant behavior. The study was descriptive in nature. The population of this study consisted of all the teachers of government high and higher secondary boys’ schools of district Nowshera, Peshawar and Mardan. Using simple random sampling technique, 367 teachers were selected as a sample size from both urban and rural areas of the three sampled districts. Self-designed structured questionnaires were used to collect data from teachers about school climate and organizational deviant behavior of teachers. Confirmatory factor analysis technique was used and all the 5 variables were correlated with one another. Using structural equation model by AMOs, 4 null hypotheses were tested and all the null hypotheses were rejected. Data analysis revealed that school climate had significant impact on teachers’ workplace organizational deviant behavior. In general, it was concluded that those schools where school climate was positive and improved, there teachers’ behavior was less deviant. On contrary, teachers’ behavior was more deviant in those schools where climate of the school was adverse and negative. Moreover, climate of urban schools was improved as compared to climates of rural schools and teachers’ behavior was less deviant in urban schools as compared to teachers’ behavior in rural schools. Less experienced teachers were less deviant as compared to more experienced teachers. It was recommended that school climate should be improved which would minimize organizational deviance of teachers.

PENGARUH SPIRITUALITAS DAN KECERDASAN EMOSIONAL TERHADAP KESEJAHTERAAN KARYAWAN DENGAN PERILAKU MENYIMPANG DITEMPAT KERJA SEBAGAI PEMODERASI

This study aims to determine the effect of spirituality and emotional intelligence on the employees well-being with deviant behavior in the workplace as a moderator. The population in this study were nurses at Siloam Kupang Hospital, Siloam Labuan Bajo Hospital, and Siloam Bali Hospital who served in the inpatient room. The research sample was 154 respondents with a questionnaire as a data collection tool. The model in this study was analyzed using PLS (Partial Least Square). The results showed that spirituality and emotional intelligence had a positive and significant effect on employee well-being, organizational deviant behavior had no effect on employee well-being, interpersonal deviant behavior had a negative and significant impact on employee well-being, organizational deviant behavior moderated the relationship between spirituality and emotional intelligence on employee well-being, and Interpersonal deviant behavior does not moderate the relationship between spirituality and emotional intelligence on employee well-being

The impacts of high-quality relationships on employee outcomes; evidence from restaurant staff in India

PurposeThis paper aims to develop a research model that investigates the probable antecedents and outcomes of psychological capital (PSY-capital). More specifically, high-quality relationships (HQRs) and psychological safety (PSY-safety) are tested as the antecedents and organizational deviant behaviors (ODBs) is tested as the outcome.Design/methodology/approachData was gathered from the restaurant staff and their direct supervisors through a 10-day time-lag design in two different rounds. Structural equation modeling was used to evaluate the direct and mediation.FindingsDrawing upon social identity theory (SIT), the findings reveal that PSY-safety functions as a mediator of the effect of HQRs on PSY-capital. Additionally, the results proved that PSY-capital mediates the relationship between PSY-safety and ODBs.Practical implicationsConsidering the results, restaurant managers should pay ample attention to and make every effort to develop HQRs among organizational members. Through this, manager paves the way for PSY-safety which causes employees to develop PSY-capital and eventually display less deviance. Additionally, the authors recommend that company managers serve as role models for their staff, sharing information with and respecting them to create an environment of mutual trust, similar goals and knowledge sharing.Originality/valueThis research contributes significantly to the existing hospitality literature (specifically foodservice) by testing the mechanism through which HQRs lead to PSY-capital and the mediation effect of PSY-capital in the relationship between PSY-safety and ODBs.

Abstract ID : AIMC-2020-EBM-529 Do Students in Engineering Universities behave like Employees/Co-workers? Exploring Relationship of Islamic Work Ethics and Organizational Behaviors among Engineering Students.

This study explores the relationships between Islamic Work Ethics (IWE), workaholism (WA) and positive and negative Organizational Behaviors (OBs) amongst Engineering Students. Most of the researchers have studied OBs and ethics among faculty or administrative staff in universities. Study of these behaviors among students is a novel area of research. This study proposes an integrated framework of Islamic Work Ethics (IWE), Organizational Citizenship Behavior (OCB), Constructive and Destructive Deviant Behaviors, and workaholism (WA) with the productivity (CGPA) of engineering students and empirically investigates the relationship between productivity, behaviors and ethics and moderating effect of IWE on the relationship of OCB and productivity of engineering students using Preacher and Hayes Technique. This research makes a number of significant contributions: (1) organizational behaviors are explored among engineering students which were previously studied among faculty members/employees only (2) a model of behaviors, ethics, WA and productivity is prepared using hierarchical regression which was not available in literature. The findings and implications are discussed along with future research guidelines. The findings here are important for practitioners and scholars for better understanding of relationship of OBs, WA and ethics with the productivity of engineering students in order to enhance their productivity through promotion of desired behaviors amongst them.

Leader humility and employee organizational deviance: the role of sense of power and organizational identification

PurposeThe 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/approachThe 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.FindingsSense 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 implicationsOrganizations 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/valueThe 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.

Educational method to investigarte the Relationship between Organizational Climate and Deviant Behaviors with the Mediation of Job Alienation Variable (Case Study: National Iranian Copper Industries Company)

Regarding the size and dispersion of the complex of copper factories in Iran and the high annual costs of preventing employees' strikes and also reducing deviant behaviors, and the existence of appropriate organizational climate, the aim of the present article is to find an educational method to investigate the relationship between organizational climate and deviant behaviors with the mediation of job alienation variable. This research is applied in terms of purpose, and in terms of nature, it is descriptive-correlation and it was conducted in field method. The statistical population of the research was the employees of the National Iranian Copper Industries Company (1010 people) whom are tried to educate this method. The sample size was calculated using the Cochran formula and 278 individuals were selected by simple random sampling. For data collection, the questionnaire of the organizational climate of Sasman and (Dalal, 2005), the adapted questionnaire of deviant behaviors of (Yoon Goo et al, 2013), and the questionnaire of job alienation of (Rahimi et al, 2016) were used. The reliability of the questionnaires in this research was respectively calculated as 0.851, 0.724, and 0.757. For data analysis, the Pearson correlation coefficient, multiple regression and, path analysis tests were used. The results indicated a positive and significant relationship between organizational climate and deviant behaviors, a negative and significant relationship between job alienation and deviant behaviors, and also explaining about 45% of deviant behaviors by organizational climate variables. It can be said that managers' attention to increase positive organizational climate and to decrease employees' job alienation can lead to further reduction of employees' deviant behaviors.

Organizational Justice, Work Alienation and Deviant Behaviors amongStaff Nurses

Organizational justice is a vital indicator of successful organizations. Nurses working in health careinstitutionsthat are fair to their employees regarding toprocedures, policies, and distribution systems,are characterized by better reactions and positive behaviors toward theirorganizations. Also, gainingknowledge about the level of organizational justice, deviant behaviors and alienation in the workplace canhelp determine the factors that must be changed and that can make a difference in enhancing nurses’ loyalty to their organizations. Aim:The present study aimed to assess the relationship among organizational justice, work alienation and deviant behaviors among staff nurses.Research Design:A descriptive correlational design was utilized. Study Setting: The study was conducted in in all inpatient's units of Medical and Surgical departments at Benha University Hospital.The Study Sample was: A convenience sample of staff nurses (220) who are working in the above stated study setting.Tools of Data Collection:Four tools were used: (1) the personal and work characteristics of nurses, (2) Organizational JusticeQuestionnaire, (3) Work Alienation Questionnaire, and (4) Workplace DevianceQuestionnaire.The Result: The findings of this study indicated that, about two thirds (65.9%) of staff nurses perceived organizational justice as moderate. Also, nearly three fifth (60.5%) of them were alienated level and the majority (82.7 %) of staff nurses had negative work deviance behaviors. Conclusion: The study concluded that, there was a negative statistical significant correlation was found between perceived organizational justice, work alienation, and deviance behaviors among staff nurses. Recommendations: It recommended that, hospital administration should establish rules that contribute to the development of organizational justice in order to achieve greater job satisfaction. Also, consider a clear transparent grievance procedure to allow nurses to make notes where they feel mistreated, should be considered to allow nurses to give feedback where they feel mistreated, if nurses can vent their anger through a transparent procedure, this reduces cases of deviance, as no one will feel powerless to voice the stolen happiness.

The effects of social undermining on employee voice and silence and on organizational deviant behaviors in the hotel industry

PurposeDrawing on social identity theory, the purpose of this paper is to examine whether social undermining significantly influences employee voice (or silence) and organizational deviant behavior in the hotel industry regarding three types of social undermining: by supervisor, coworker and customer.Design/methodology/approachThe study provided a self-administered questionnaire to 344 five-star hotel employees in South Korea. SPSS (version 22.0) and AMOS (version 20.0) were used to analyze the data.FindingsBeing undermined by customers negatively affects employee voice and positively affects employee silence. Supervisor and coworker undermining also negatively affects employee voice and positively affects employee silence. Employee voice does not significantly affect organizational deviant behavior, but employee silence significantly affects deviant employee behavior. This was also verified by the potential mediating effect of supervisor undermining on silence as a form of deviant employee behavior.Originality/valueThis study contributes to the development of long-term manager-centered measures to combat the effect of social undermining among frontline employees in the hotel industry. It can be difficult to differentiate clearly between the conflicts and stress experienced by employees at the service frontline and the social undermining they experience during diverse social interactions. In confirming the effects of social undermining on employees at a five-star hotel, the study also found no clear organizational provisions or legal recourse for victims. The findings suggest that hotel employees are easily exposed to social undermining as a result of the industry culture and socialization process.

호텔에서의 상사의 비인격적 감독이 부하 직원들의 일 영역 일탈행동에 미치는 영향 : 감성지능의 조절효과를 포함하여

본 연구는 첫째, 호텔조직에서 부하직원이 인식하는 상사의 비인격적 감독이 부하직원들의 조직내 일탈행동에 미치는 영향을 파악하고자 하였으며, 둘째, 부하직원이 지각하는 상사의 감성지능이 상사의 비인격적 감독과 조직 내 일탈행동 간의 영향관계에서 조절효과를 어떻게 하는지를 확인하고자 하였다. 이러한 연구목적을 달성하기 위하여, 편의표본추출법을 이용하여 경주시 보문단지에 위치하고 있는 4개 호텔에서 근무하는 종사원들을 대상으로 표본을 선정하고 자료를 수집하였다. 분석결과, 상사의 비인격적 감독 정도가 높아지면 종사원들의 조직에 대한 일탈행동도 증가하였고, 둘째, 상사의 비인격적 감독과 부하의 조직 일탈행동 간의 인과관계에서 부하의 자기감정이해, 타인감정이해, 자기감정활용, 자기감정조절이 더욱 높을수록 이 인과관계가 더욱 약해지는 것으로 나타났다. 본 연구의 이론적 시사점으로 감성지능을 자기감정이해, 타인감정이해, 자기감정활용, 자기감정조절로 나누어, 비인격적 김독과 부하들의 조직 일탈행동 간의 인과관계에서의 조절효과를 분석함으로서 관련 선행연구를 확대하였다. 또한, 본 연구의 실무적 시사점은 다음과 같다. 첫째, 호텔의 경영진은 상사들에게 리더십 교육훈련을 통하여 비인격적 감독이 가져오는 부정적 결과를 강조할 필요가 있으며, 둘째, 직원 채용 시 감성지능을 고려할 필요가 있고, 셋째, 상사와 부하 간의 화목한 조직문화를 만들거나 강화하기 위해서 경영진은 솔선수범하여 부하들에게 비인격적으로 대하지 않는 것이 중요하며, 넷째, 다면평가 방식을 채택하여 부하가 상사를 견제하는 장치도 필요하다. 다섯째, 비인격적 감독이 발생하지 않도록 헌신을 하여야 할 것이다.

Psychological entitlement, egoistic deprivation and deviant behavior among cabin crews: an attribution theory perspective

PurposeThis study aims to report on the impact of psychological entitlement and egoistic deprivation on interpersonal and organizational deviant behavior among cabin crews. As a neglected theory in organizational research, attribution theory is used to link psychological entitlement to interpersonal and organizational deviant behavior through the mediating effect of egoistic deprivation.Design/methodology/approachA questionnaire survey was conducted in governmental and public airline companies in Iran. The survey yielded 294 effective questionnaires. Study relationships were gauged using structural equation modeling.FindingsAccording to the results, psychological entitlement boosts cabin crews’ egoistic deprivation and interpersonal and organizational deviant behavior. Consistent with hypothesized proposition, cabin crews’ egoistic deprivation fosters interpersonal deviant behavior. Particularly, it appears that egoistic deprivation among cabin crews partially mediates the effect of psychological entitlement on interpersonal deviant behavior. Contrary to the authors’ prediction, egoistic deprivation does not act as the mediator in the relationship between psychological entitlement and organizational deviant behavior.Originality/valueThis study sheds light on relatively limited psychological entitlement literature by extending attribution theory to cabin crews’ deprivation and workplace deviant behavior.

인지된 팀 특성이 조직시민행동과 일탈행동에 미치는 영향 : 긍정심리자본을 매개로 하여

본 연구에서는 팀 효능감 및 팀 내 정치지각과 같은 인지된 팀 특성이 구성원들의 긍정심리자본을 매개로 하여 조직시민행동 및 일탈행동에 어떠한 영향들을 미치는 지를 알아보았다. 팀 효능감은 팀 능력에 대한 믿음으로 긍정심리자본에 정(+)적이 영향을 미칠 것으로 예측하였으며, 팀 내 정치지각은 팀 내에 정치가 만연하다는 인식으로 긍정심리자본에 부(-)적인 영향을 미칠 것으로 예측하였다. 또한, 구성원들의 긍정심리자본은 조직시민행동과 같은 긍정적인 행동을 유발하고, 일탈행동과 같은 부정적인 행동을 줄일 것으로 예측하였다. 특히, 팀에 대한 긍정적 또는 부정적인 인식들이 조직시민행동과 일탈행동에 직접적인 영향을 미치기 보다는 구성원들의 긍정심리자본에 통해 간접적으로 영향을 미칠 것으로 예측하였다. 이를 위해 2개 기업의 348명을 대상으로 구조방정식모형을 사용하여 분석하였다. 분석결과, 팀 효능감은 구성원들의 긍정심리자본에 정(+)적으로 유의미한 영향을 미쳤으나, 팀 내 정치지각은 유의미한 영향을 미치지 못하는 것으로 나타났다. 또한, 긍정심리자본은 조직시민행동에 정(+)적으로 유의미한 영향을 미치는 반면, 일탈행동에는 부(-)적으로 유의미한 영향을 미치는 것으로 나타났다. 특히, 팀 효능감과 두 결과변수 간의 관계들에서 긍정심리자본은 완전 매개변수로써의 역할을 수행하는 것으로 나타났다.

Relationships Between Workplace Deviance Interacted With Gender and Marital Status: The Correspondence Analysis Approach.

This exploratory study employed correspondence analysis to examine how employees' gender and marital status might affect levels of interpersonal and organizational deviant workplace behaviors in the workplace. The subjects were 122 employees from a large electricity supplier company in Israel. Four levels of deviant behaviors relating to interpersonal and organizational deviance behaviors were generated according to their "typicality" as follows: (1) "untypical" (z-score less than -1.00), (2) "somewhat untypical" (-1.00-0), (3) "somewhat typical" (0-1.00), and (4) "typical" (larger than 1.00). We assessed the marital status categories by gender: unmarried males and females, divorced males and females, and males and females who were married. Results indicated that married men and divorced women exhibited mostly typical types of deviance. Both married and divorced men reported untypical deviance for both types of deviant behaviors. Married women only reported somewhat untypical deviance for both types of deviant behaviors. Accordingly, we suggest that psychological stressors, as well as cultural and societal expectations, may account for the obtained differences. Yet, future research is needed to shed light on underlying mechanisms.

An expansion of intelligent systems complex for express-diagnostics and prevention of organizational stress, depression, and deviant behavior on the basis of the biopsychosocial approach

The paper is devoted to the extension of the intelligent systems complex for express-diagnostics consisting of express-diagnostics systems of organizational stress (DIOS), depression (DIAPROD), and deviant behavior (DIDEV) by the addition of a system of express-diagnostics designed for diagnosis of anxiety (DIAA). Application of the extended complex of intelligent systems of express-diagnostics of organizational stress, depression, deviant behavior, and anxiety (ISED OSDDA) will make it possible to promptly make diagnostic, preventative medical, and organizational-management decisions on the aforementioned disorders on the basis of the biopsychosocial approach; to justify these decisions with the use of graphic (including cognitive) tools; and to make complex decisions on the subject under investigation.

Understanding Employees’ Deviant Behavior

Background/Objectives: This study aims to examine the influence of organizational constraints and employees’ emotional intelligence on deviant behavior and to investigate whether an ethical climate mitigates deviant behavior. Methods/Statistical Analysis: Based on the literature review, this empirical study develops 3 hypotheses and uses a survey and statistical analysis, including simple linear regressions and hierarchical moderated regressions, to test the hypotheses. The total number of samples included 447 Korean workers. Findings: This study found a positive association between organizational constraints and deviant behavior and a negative association between emotional intelligence and deviant behavior. The last finding of this study is that an ethical climate mitigates employees’ deviant behavior. The results of this study help organizations better understand their employees’ negative behavior and how to manage such behavior in the organization. Improvements/Applications: This study is significant in that it investigates, in the same study, both individual-level (emotional intelligence and organizational level (organizational constraints) factors that influence employees’deviant behavior.

When Moral Personality and Moral Ideology Meet Ethical Leadership: A Three-Way Interaction Model

We propose a three-way interaction model based on substitutes for leadership theory to explore the relationship among ethical leadership, moral personality, and moral ideology (i.e., idealism and relativism) on two types of employee voluntary behaviors (i.e., organizational citizenship behavior and workplace deviant behavior). Results from a sample of 218 supervisor–subordinate dyads indicate that moral personality attenuates the relationship between ethical leadership and employee voluntary behaviors. Idealism serves as the boundary condition for the moderating effect of moral personality. However, relativism only serves as the boundary condition for the moderating effect of moral personality when predicting workplace deviant behavior.

English

Organizational deviant behaviors can be defined as behaviors that have deviated from standards and uncongenial to organization's expectations. When such behaviors have been thought to damage the organization, it can be said that reducing the deviation behaviors at minimum level is necessary for a healthy organization. The aim of this research is to determine the level of teachers' organizational deviant behaviors to show the relationship between deviant behavior level and principal's leadership styles. Research's data were collected from 557 secondary school teachers working in Izmir province by using scales named as “Organizational Deviance Scale for Schools” and “Multifactor Leadership Questionnaire”. According to the findings, teachers have displayed organizational deviant behaviors at low level and principals have absorbed transformational and interactional leadership. According to correlation analysis, there has been a negative relationship between organizational deviant behaviors and transformational and interactional leadership styles, and a positive relationship between organizational deviant behaviors and laissez-faire leadership. Findings have explained the effect of principals' leadership styles on deviant behavior. As a recommendation, to decrease these deviant behaviors, principals who tend to show transactional and transformational leadership behaviors can be guided and trained about the reasons of deviant behaviors, and how to reduce these deviant behaviors. Key words: Organizational deviance, multi-factor leadership, education.