The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflict

Abstract

Based on the normative conflict model, this study proposes a dual-pathway model that is constituted of organizational identification and normative conflict, and examines the double-edged sword effect of ethical leadership on subordinates’ constructive deviance. According to the analysis of 449 questionnaires collected from Chinese employees, the results show that ethical leadership can promote employees’ constructive deviance by improving their constructive intention (Organizational identification), and it can weaken employees’ deviance motivation (normative conflict) to prevent their constructive deviance. Moreover, ethical leadership has different effects on different types of constructive deviance. This research further enriches the formation mechanism of constructive deviance and provides practical guidance to exert the effectiveness of constructive deviance in organizational management.

The Moderating Role of Ethical Leadership in the Relationship between Emotional Exhaustion and Service Sabotage Behaviour: An Applied study on Employees of Travel Agencies in Egypt

“…Previous studies have demonstrated that ethical leaders have an effective role in influencing their subordinates, either by increasing desirable behaviours or reducing undesirable outcomes (Yeşiltaş and Tuna, 2018;Kuenzi et al, 2020). Ethical leadership promotes employees' constructive intentions and can bring many positive outcomes to the organisation (Niu et al, 2022).…”

Eti̇k Li̇derli̇ği̇n Örgütsel Özdeşleşme Üzeri̇ndeki̇ Etki̇si̇: Konaklama Ve Yi̇yecek Hi̇zmetleri̇ Faali̇yetleri̇ Çalişanlari Üzeri̇ne Bi̇r Araştirma

“…Örgütsel özdeşleşme ise örgüt çalışanının kendisini örgütle bir hissetmesidir. Yani çalışanın kendisini örgütün bir parçası olarak görmesidir (Rousseau, 1998: 218) (Islam, Ahmed ve Ali, 2018;Sari, 2019;Niu, Xia ve Liu, 2022).…”

Caring for relations and organizational success—conceptualization of an Augustinian leadership scale

“…It has been shown to positively impact employee performance and creativeness ( Riketta, 2005 ; Hirst et al, 2009 ). Organizational factors and interpersonal factors, specifically leadership, have been identified as antecedents of organizational identification ( He and Brown, 2013 ; Luo et al, 2022 ; Niu et al, 2022 ). For example, transactional and transformational leadership appear to have a positive impact on identification, moderated by positive and negative affectivity ( Epitropaki and Martin, 2005 ).…”