Organizational deviance and multi-factor leadership

Abstract

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.

Transactional Leadership, Effective Commitment, and Workplace Deviance: Does Onboarding Experience Moderate the Relationship? Evidence from Nigeria

“…begin, the results confirm the hypothesised inverse link between TL and WD, demonstrating that employees are highly unlikely to engage in counterproductive behaviour in an organisation ruled by transactional leaders. This is consistent with earlier studies of this nature, such as that of Ali (2016), who found that TL style, by its contingent reward behaviour can reduce employee deviance. Our findings lend credence to the core claims of social exchange and organisational support theories, which hold that the relationship between an employer and an employee is an exchange in which fair treatment is expected to be reciprocated.…”

“…Reward and punishment contingencies explain the effect of TL (Deichmann & Stam, 2015;Walumbwa et al, 2008). Previous studies have found that contingent reward and punishment leadership behaviour improves organisational citizenship behaviour (Judge & Piccolo, 2004) and is negatively related to unproductive behaviour (Ali, 2016). Conversely, Litzky et al (2006); Valentina (2021); Yao et al (2014) show that the more the TL style is used with employees, the more stressed they become and the more likely they are to engage in unproductive behaviour that can harm the organisation.…”

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

“…2,4 There is a close relationship between leadership style and team leadership style. 1,2,5,6 For example, unethical leadership will affect the judgment and behavior of subordinates, 7 enhance the sense of moral alienation of team members, and then induce group organizational deviant behavior. 1 These studies provide valuable insights into the relationship between leadership style and team organizational deviant behavior.…”

The meta-analysis of organisational deviant behaviours research: past, present, and future

“…The first cluster includes papers examining the importance of leadership styles in deviant organisational behaviours. Based on previous experimental studies (Ali, 2016), there has been a negative relationship between organisational negative deviant behaviours and interactional and transformational leadership styles, and a positive relationship between organisational negative deviant behaviours and laissez-faire leadership. The second cluster contains articles examining job attitudes.…”