Athlete Multiple Perpetrator Rape (MPR) as Interactional and Organizational Deviance: Heuristic Insights from a Multilevel Framework

Although athlete multiple perpetrator rape (MPR) has frequently been covered in the media, it has received more limited scholarly attention. Accordingly, I synthesize findings from multiple disciplines and integrate insights from the MPR, institutional betrayal, and organizational deviance literatures to establish a heuristic framework for understanding athlete MPR. I ultimately argue that athlete MPR is both an act of interactional deviance and an act of organizational deviance. This undertaking represents one of the only works to focus explicitly on athlete MPR. It is additionally the first to examine any form of sexual assault through an organizational deviance lens.

A Multilevel Analysis of the Impact of Unit Tightness vs. Looseness Culture on Attitudes and Behaviors in the Workplace

This study examines the impact of work unit-level perceived Tightness vs. Looseness (T-L) culture on individual-level perceived stress, intention to leave, organizational deviance, job satisfaction, effort investment, and organizational commitment. Using quantitative cross-sectional data (N=417) collected from preexisting work units (N=57) in different organizations in Italy, multilevel analysis results revealed that a perceived cultural tightness at the unit level was significantly and positively related to individual-level job satisfaction, effort investment, and organizational commitment and significantly and negatively related to individual-level stress, intention to leave, and organizational deviance. The findings suggest that organizations should promote a culture of tightness to positively influence employee attitudes and behaviors. Limitations and recommendations for future research are discussed.

Narcissism, toxic work culture and abusive supervision: a double-edged sword escalating organizational deviance

Purpose In a nutshell, the purpose of this paper is to accentuate the mask of evils of the organization by discussing different experiences, stories and cases, which is on itself a bizarre because we always talk about the morality and ethos in leading styles. Design/methodology/approach The study is conducted in India and descriptive in nature. The structural equation modelling technique is used in the paper to test the relationships among the constructs directly and indirectly by mediation effect on how it raises the organizational deviance. Findings The outcome of the study indicates that organizational deviance is highly influenced by narcissism, which also raises the toxic work culture and abusive supervision. The mentioned variables not only have a significant effect but also have a partial mediation effect on organizational deviance. The study significantly contributes to the literature with the findings that not only narcissism led to organizational deviance but additionally leads to high arousal through a positive relationship with toxic work culture and abusive supervision strongly leading to organizational deviance. Research limitations/implications The study is for leaders who are more with self-love, demolishing peace and promoting the toxic work culture and deviant behaviours. Practical implications Having narcissistic traits then turns into a complicated situation for employees to decide whether to stay in the organization or leave, and if these intentions are not developing, then it led to deviance on the part of employees. Social implications A leader becomes so much obsessed with their egomania and uses the abusive supervision to dominate the team members. This pattern has to stop, as it fabricating the wrong connotation of the tranquillity of followers or team members. Originality/value This study contributes to the outcome where leaders could understand the impact of how their excess self-love turns against the workplace peace and results in high deviance.

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

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.

The effect of other in-group members' organizational citizenship behavior on employees' organizational deviance: a moral licensing perspective

PurposeThe 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/approachThe multilevel path analysis and bootstrapping technique are employed to analyze the findings of a sample of 340 employees in 56 workgroups in Vietnam.FindingsThe 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 implicationsThe 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/valueThis 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.

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.