scholarly journals Leader’s integrity and interpersonal deviance

2019 ◽  
Vol 15 (3) ◽  
pp. 611-627 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Higher Education ◽  
Moral Identity ◽  
Interpersonal Relationship ◽  
Workplace Deviance ◽  
Mediating Effect ◽  
Content Type ◽  
Leader Integrity ◽  
Interpersonal Deviance ◽  
The Relationship ◽  
Moral Efficacy

Purpose The purpose of this paper is to posit that leader’s integrity decreases employee’s interpersonal deviance by increasing moral efficacy in the workplace. Specifically, the authors propose that perceptions of moral efficacy serve as a mechanism through which leader’s integrity affects workplace deviance. The authors further argue that the modeled relationships are moderated by moral identity. Design/methodology/approach Data were collected from ten universities in Turkey. The sample included 693 randomly chosen faculty members along with their department chairs. Findings The results of this study supported the negative effect of leader integrity on employee’s interpersonal deviance as well as the mediating effect of moral efficacy. Moreover, when the level of moral identity is high, the relationship between leader integrity and interpersonal deviance is strong, whereas the relationship is weak when the level of moral identity is low. Practical implications This study’s findings indicate that higher education administrators should be cautious in treating their subordinates, as this will lead to a favorable interpersonal relationship, which in turn will reduce the interpersonal deviance of the subordinate. In addition, the buffering role of the moral identity should be paid more attention, particularly to people with low moral efficacy and high interpersonal deviance. Originality/value This study contributes to workplace deviance literature by revealing the relation between leader integrity and interpersonal deviance. Furthermore, it offers practical assistance to higher education employees and their leaders concerned with building trust, increasing the relationship between leaders and employees and reducing the interpersonal deviation.

scholarly journals Leader Machiavellianism and follower silence

2019 ◽  
Vol 28 (3) ◽  
pp. 323-342
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Higher Education ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Interpersonal Relationship ◽  
Psychological Distance ◽  
Mediating Effect ◽  
Content Type ◽  
Relational Identification ◽  
The Relationship

Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between leader Machiavellianism and employee’s quiescent silence. Specifically, the authors take a relational approach by introducing employee’s relational identification as the mediator. The moderating role of psychological distance in the relationship between leader Machiavellianism and quiescent silence is also considered. Design/methodology/approach Data were collected from nine universities in Turkey. The sample included 793 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 leader Machiavellianism on employee’s quiescent silence as well as the mediating effect of employee’s relational identification. Moreover, when the level of psychological distance is low, the relationship between leader Machiavellianism and quiescent silence is strong, whereas the effect is weak when the level of psychological distance is high. 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 workplace silence. Moreover, they should pay more attention to the buffering role of psychological distance for those subordinates with high distrust and showing silence. Originality/value This study contributes to the literature on organizational silence by revealing the relational mechanism between leader Machiavellianism and employee quiescent silence. 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 workplace silence.

scholarly journals Despotic leadership and organizational deviance

2018 ◽  
Vol 11 (2) ◽  
pp. 150-165 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Higher Education ◽  
Social Exchange ◽  
Organizational Identification ◽  
Interpersonal Relationship ◽  
Value Congruence ◽  
Mediating Effect ◽  
Organizational Deviance ◽  
Content Type ◽  
The Relationship

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.

Supervisor-directed OCB and deviant behaviors: the role of LMX and impression management motives

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fenika Wulani ◽  
Tarsisius Hani Handoko ◽  
Bernardinus Maria Purwanto
Keyword(s):  
Impression Management ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Organizational Deviance ◽  
Content Type ◽  
Deviant Behaviors ◽  
Interpersonal Deviance ◽  
The Impact ◽  
The Relationship

PurposeThis study investigates the effect of supervisor-directed organizational citizenship behavior (OCB) on leader–member exchange (LMX), the moderating role of impression management motives on this relationship, the effect of LMX on organizational and interpersonal deviance and the mediating effect of LMX on the relationship between supervisor-directed OCB and deviant behaviors.Design/methodology/approachThis study uses a survey questionnaire to collect data. Respondents were 342 nonmanagerial employees working in Surabaya Raya, Indonesia. Hypothesis testing is done using Partial least squares structural equation modeling (PLS-SEM).FindingsThe results show that supervisor-directed OCB is positively related to LMX, and LMX is negatively related to organizational deviance but not significantly related to interpersonal deviance. The study also finds that impression management motives moderate the positive relationship between supervisor-directed OCB and LMX. Furthermore, LMX mediates the relationship between supervisor-directed OCB and organizational deviance, but not interpersonal deviance.Practical implicationsThis study suggests the importance of human resource management (HRM) activities and managers being aware of subordinate OCB motives and the impact of LMX on interpersonal and organizational deviance, as well as what supervisors need to do to reduce these negative effects.Originality/valueFew studies examined the relationship between supervisor-directed OCB and workplace deviance behaviors (WDBs). This study provides a mechanism of their relationship by considering LMX as a mediator. Also, heretofore the existing studies tend to focus more on LMX as an antecedent of OCB. This study provides an understanding of OCB as an antecedent of LMX with the moderating effect of impression management motives.

As the tree is, so is the fruit? Examining the effects of ethical leadership on bootlegging from the perspective of leader–follower gender similarity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shuwen Li ◽  
Ruiqian Jia ◽  
Juergen H. Seufert ◽  
Huijie Tang ◽  
Jinlian Luo
Keyword(s):  
Ethical Leadership ◽  
Design Methodology ◽  
Moral Identity ◽  
Path Model ◽  
Content Type ◽  
Chinese Companies ◽  
And Gender ◽  
Gender Similarity ◽  
The Relationship ◽  
Moral Efficacy

Purpose The purpose of this study is to explore how and when ethical leadership enhances bootlegging. To achieve this purpose, the authors proposed a moderated dual-path model in this study. Design/methodology/approach The model was tested on two related studies. Study 1 was based on three-wave, collected data from a sample of 511 employees of Chinese companies. Data used in Study 2 was collected by survey from employees and their direct leaders of multiple departments of companies in China. Findings In Study 1, the authors found that moral efficacy and moral identity mediate between ethical leadership and bootlegging. Findings from Study 2 provide convergent support of moral efficacy’s and moral identity’s impact on the mediation relationship between ethical leadership and bootlegging. Moreover, the results of Study 2 further reveal that the relationship between ethical leadership and moral efficacy (or moral identity) was more significant among leader–follower with different genders. Originality/value This study not only enriches the literature on ethical leadership and gender (dis)similarity, but also helps managers to better understand the function of bootlegging.

A deep acting perspective generation Y hotel employees’ workplace deviance

2020 ◽  
Vol 32 (2) ◽  
pp. 835-852
Author(s):  
Yanping Yu ◽  
Haemi Kim ◽  
Hailin Qu
Keyword(s):  
Emotional Exhaustion ◽  
Generation Y ◽  
Organizational Identification ◽  
Workplace Deviance ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Deep Acting ◽  
Content Type ◽  
Hotel Employees ◽  
The Relationship

Purpose This study aims to develop a measurement scale to assess generation Y China hotel employees’ workplace deviance and then investigate the effect of generation Y employees’ deep acting on workplace deviance by focusing on the mediating effect of emotional exhaustion and the moderating effect of organizational identification. Design/methodology/approach The study first adopts a mixed-methods approach to develop the scale of generation Y hotel employees’ workplace deviance, then multiple data is collected targeting 580 hotel employees by a three-stage survey. Structural equation modeling (SEM) and a hierarchical regression analysis were used to test the hypotheses. Findings Workplace deviance of generation Y hotel employees in China was divided into two dimensions, aggression and neglect. Deep acting was found to be negatively related to workplace deviance, and emotional exhaustion had a mediating effect on the relationship between deep acting and workplace deviance. Organizational identification strengthened the effect of deep acting on neglect and the effect of deep acting on emotional exhaustion, whereas it did not moderate the relationship between deep acting and aggression. Originality/value First, this study provides a more powerful explanatory perspective on the conservation of resources theory to explore future research by especially targeting generation Y employees. Second, this study develops the elements of workplace deviance structure of generation Y hotel employees, especially in the Chinese cultural context. Third, it explores the inherent mechanism of how and why deep acting impacts workplace deviance.

scholarly journals Opportunity, job pressure and deviant workplace behaviour: does neutralisation mediate the relationship? A study of faculty members in public universities in Nigeria

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Michael Olalekan Adeoti ◽  
Faridahwati Mohd Shamsudin ◽  
AlHamwan Mousa Mohammad
Keyword(s):  
Ethical Climate ◽  
Public Universities ◽  
Workplace Deviance ◽  
Faculty Members ◽  
Fraud Triangle ◽  
Content Type ◽  
Work Pressure ◽  
Triangle Theory ◽  
Interpersonal Deviance ◽  
The Relationship

PurposeThe purpose of the present study was twofold: (1) to examine the direct effect of the dimensions of opportunity (i.e. ethical climate and institutional policy) and dimensions of job pressure (i.e. workload and work pressure) on workplace deviance (i.e. organisational and interpersonal deviance) and (2) to assess the mediation of neutralisation in the relationship between the dimensions of opportunity, job pressure and workplace deviance.Design/methodology/approachThe present study drew from the fraud triangle theory (FTT; Cressey, 1950) and the theory of neutralisation (Sykes and Matza, 1957) to achieve the research objectives. Survey data from 356 full-time faculty members in Nigerian public universities were collected. Partial least square-structural equation modelling (PLS-SEM) was employed to analyse the data.FindingsThe results indicated that opportunity and job pressure significantly affected workplace deviance. As expected, neutralisation was found to mediate the negative relationship between ethical climate and interpersonal deviance and the positive relationship between workload, work pressure and interpersonal deviance. Contrary to expectation, neutralisation did not mediate the relationship between opportunity, pressure and organisational deviance.Research limitations/implicationsThe sample was drawn from academics in public universities and the cross-sectional nature of this study means that the findings have limited generalisations.Practical implicationsThis study offers insights into the management of Nigerian public universities on the need to curb workplace deviance amongst faculty members. This study recommends that the management improve the work environment by enhancing the ethical climate and institutional policies and reviewing the existing workload that may constitute pressure to the faculty members.Originality/valueThe present study provides empirical support for the fraud triangle theory and theory of neutralisation to explain workplace deviance.

The relationship between soft and hard quality management practices, innovation and organizational performance in higher education

2020 ◽  
Vol 32 (6) ◽  
pp. 1349-1372 ◽  
Author(s):  
Mauro Sciarelli ◽  
Mohamed Hani Gheith ◽  
Mario Tani
Keyword(s):  
Higher Education ◽  
Quality Management ◽  
Organizational Performance ◽  
Structural Equation ◽  
Management Practices ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Quality Practices ◽  
The Relationship

PurposeThis study aims to empirically investigate the effects of both soft and hard quality management (QM) on innovation and organizational performance. It also examines the mediating role of hard QM, administrative innovation and technical innovation on the relationship between soft QM and organizational performance in higher education (HE).Design/methodology/approachThe approach of this study is quantitative. The data used to test the hypotheses were obtained through online questionnaire sent to the academic staff of public universities in Naples (Italy). The hypothesized relationships are tested with data collected from 356 respondents by using the partial least squares structural equation modeling technique (PLS-SEM).FindingsThe results show that quality practices improve innovation and organizational performance, while innovation positively impacts organizational performance. The findings also indicate that soft QM affects organizational performance directly and indirectly through hard QM. Hard QM and innovation show a partial sequential mediating effect on soft QM-performance relationshipPractical implicationsIn order to implement quality management properly in HE, directors need to recognize the different roles that soft and hard QM can have on innovation and organizational performance. It is important that higher education institutions (HEIs) allocate resources to establish both types of QM practices to achieve the effectiveness of the whole QM system.Originality/valueDespite the existence of numerous studies on the relationship between QM, innovation and organizational performance in manufacturing and services, studies conducted in higher education are still few. This is one of the earliest studies that adopt the multidimensional approach of QM in HE which could help directors understand the interdependencies and different roles of soft and hard quality practices.

Workplace sexual harassment, workplace deviance, and family undermining

2019 ◽  
Vol 31 (2) ◽  
pp. 594-614 ◽  
Author(s):  
Hong Zhu ◽  
Yijing Lyu ◽  
Yijiao Ye
Keyword(s):  
Sexual Harassment ◽  
Design Methodology ◽  
Field Survey ◽  
Workplace Deviance ◽  
Mediating Effect ◽  
Content Type ◽  
Analysis Techniques ◽  
Final Sample ◽  
Three Phase ◽  
The Relationship

PurposeThis study aims to examine the effect of workplace sexual harassment (WSH) on hospitality employees’ workplace deviance and family undermining behaviors by focusing on the mediating effect of depression.Design/methodology/approachThis research uses a three-phase field survey to collect data from hotels in China with a final sample of 266 hospitality employees. Data analysis techniques include descriptive statistics, confirmative factor analysis and hierarchical multiple regression.FindingsThis research finds that WSH is positively related to workplace deviance; WSH positively affects family undermining; depression is a mediator in the relationship between WSH and workplace deviance; and depression mediates the relationship between WSH and family undermining.Originality/valueFirst, this research goes beyond the existing WSH literature by extending outcome variables to workplace deviance. Second, it is among the first to investigate the relationship between WSH and hospitality employees’ family life. Third, the examination of depression as a mediator advances the literature by unraveling the mediating mechanism underlying the effects of WSH on hospitality employees.

Does leader integrity facilitate employee voice? A moderated mediation model of perceived risk and leader consultation

2020 ◽  
Vol 41 (8) ◽  
pp. 1069-1087
Author(s):  
Jinyun Duan ◽  
Zhaojun Guo ◽  
Chad Brinsfield
Keyword(s):  
Perceived Risk ◽  
Mediating Effect ◽  
Employee Voice ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Leader Integrity ◽  
The Relationship ◽  
Uncertainty Management Theory

PurposeThis study draws on uncertainty management theory to advance our understanding of the relationship between leader integrity and employee voice.Design/methodology/approachThe authors collected data in China by surveying 274 supervisor-subordinate dyads at two different points in time. In addition to the direct relationship between leader integrity and employee voice, they also examined the moderating effect of leader consultation and the mediating effect of perceived risk of voice.FindingsThe authors found that leader integrity had a positive effect on employee voice, and perceived risk of voice mediated this relationship. They also found that leader consultation moderated the relationship between leader integrity and employee voice, as well as moderating the mediating role of perceived risk of voice.Originality/valueAlthough prior research has examined the relationship between leadership and voice, it has not clearly explicated the effects of leader integrity on voice. In addition, the findings of this study regarding the moderating role of leader consultation, and the mediating role of perceived risk of voice, offer novel insights regarding the nature of the relationship between leader integrity and employee voice.

Getting even

2019 ◽  
Vol 8 (3) ◽  
pp. 332-347
Author(s):  
Sajeet Pradhan ◽  
Lalatendu Kesari Jena
Keyword(s):  
Abusive Supervision ◽  
Moderating Effect ◽  
Workplace Deviance ◽  
Intention To Quit ◽  
Organizational Deviance ◽  
Content Type ◽  
Deviant Behaviors ◽  
Interpersonal Deviance ◽  
The Relationship ◽  
Research Studies

Purpose Unlike most empirical investigations that have tested the relationship between abusive supervision and subordinate’s workplace deviance in a large and formal organizational setup, this study investigates the effect of abusive behavior of owner-manager of small entrepreneurial establishments on subordinate’s workplace deviance. The purpose of this paper is twofold: first, it explores the moderating effect of intention to quit on the relationship between abusive supervision and organizational as well as interpersonal deviance; and second, it investigates whether the moderating effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (others directed). Design/methodology/approach The participants of this study were 240 restaurant and hotel employees working in three small entrepreneurial organizations in the eastern state of India. The authors have collected data on the predictor and criterion variables at two time points with a separation of three to four weeks for reducing common method bias (Podsakoff et al., 2012). At Time 1, participants completed measures of the perception of their owner-manager’s abusiveness and their intention to quit. At Time 2, participants responded to organizational deviance and interpersonal deviance. Findings The findings of the study is in line with previous research studies (Tepper et al., 2007; Thau et al., 2009) that reported intention to quit will moderate the positive relationship between abusive supervision and organizational deviance and interpersonal deviance such that the relationship will be stronger when intention to quit is high rather than low. The finding of the study also corroborates the prediction that the interactive effect between abusive supervision and intention to quit will be stronger for organizational deviance (supervisor directed) than for interpersonal deviance (aimed at other members of the organization) when intention to quit is higher. Originality/value This study is among the very few empirical research studies that have investigated the effect of abusiveness of owner-manager on subordinate’s workplace deviance in small organizations. Another unique aspect of the study is that it is one of few to propose and test, how (whether organizational deviance or/and interpersonal deviance) and to what extent (more organizational or supervisor directed than interpersonal or others directed deviance) subordinates of abusive supervisor retaliate by engaging in workplace deviant behaviors.

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