Being Real: How and When Authenticity at Work Effects Interpersonal Deviance

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.

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Exploring the Boundary Conditions and the Mechanisms Linking Coworker Negative Emotional Expressions to Employee Prohibitive Voice and Interpersonal Deviance

Human Performance ◽

10.1080/08959285.2021.1968865 ◽

2021 ◽

pp. 1-17

Author(s):

Mayya Achyldurdyyeva ◽

Nai-Wen Chi ◽

Pei-Chi Chen

Keyword(s):

Boundary Conditions ◽

Emotional Expressions ◽

Interpersonal Deviance ◽

Prohibitive Voice

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Counterproductive Work Behaviors, Interpersonal Deviance

The SAGE Encyclopedia of Industrial and Organizational Psychology, 2nd edition ◽

10.4135/9781483386874.n88 ◽

2017 ◽

Keyword(s):

Counterproductive Work Behaviors ◽

Work Behaviors ◽

Interpersonal Deviance

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Deterrence Effects: The Role of Authoritarian Leadership in Controlling Employee Workplace Deviance

Management and Organization Review ◽

10.1017/mor.2019.50 ◽

2020 ◽

Vol 16 (2) ◽

pp. 377-404 ◽

Cited By ~ 1

Author(s):

Yuyan Zheng ◽

Xu Huang ◽

Les Graham ◽

Tom Redman ◽

Saiquan Hu

Keyword(s):

Leadership Behavior ◽

Mainland China ◽

Workplace Deviance ◽

Important Work ◽

Authoritarian Leadership ◽

Employee Deviance ◽

Interpersonal Deviance

ABSTRACTDrawing upon two independent samples from mainland China, we propose and investigate the deterrence function of leadership behavior focused on control. We suggest that controlling leadership, specifically, authoritarian leadership, deters employees’ deviance under certain conditions. That is, authoritarian leadership thwarts employees’ interpersonal deviance behavior when leaders send clear signals of potential punishments of non-compliance by showing low leader benevolence, and when employees are highly dependent on the leaders for important work resources. Results from two independent studies largely support our key propositions. Overall, these results add to the range of possible impacts that a leader can play in decreasing employee deviance. Theoretical implications and directions for follow-up research are discussed.

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The combined effect of perceived organizational injustice and perceived politics on deviant behaviors

International Journal of Conflict Management ◽

10.1108/ijcma-12-2019-0220 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Mohammad Nisar Khattak ◽

Roxanne Zolin ◽

Noor Muhammad

Keyword(s):

Detrimental Effect ◽

Deviant Behavior ◽

Perceived Injustice ◽

Content Type ◽

Deviant Behaviors ◽

Perception Of Politics ◽

Interpersonal Deviance ◽

The Relationship ◽

Second Wave ◽

Perceived Unfairness

Purpose The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior at work. Design/methodology/approach To test the proposed research model, the authors collected field data in a public sector university located in Islamabad Capital Territory, Pakistan. A two-wave questionnaire was distributed to 400 employees. In the first wave, the questionnaire was used to collect data on participants’ perceptions of perceived injustice and organizational politics. After two weeks, the second wave of data collection was conducted by sending another questionnaire to the same respondents to collect data on their organizational and interpersonal deviance. Findings Empirical findings revealed that perceived interactional injustice results in interpersonal deviance, and perceived distributive and procedural injustice results in organizational deviance. Moreover, the direct relationship between perceived injustice and deviant behaviors was stronger when the perception of politics factor was high. Originality/value To the best of the authors’ knowledge, this study is one of the first to test the detrimental effect of perception of politics on deviance in a public organization in Pakistan.

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Leader’s integrity and interpersonal deviance

International Journal of Emerging Markets ◽

10.1108/ijoem-07-2018-0406 ◽

2019 ◽

Vol 15 (3) ◽

pp. 611-627 ◽

Cited By ~ 1

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.

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