The authors conducted a field study to investigate the relationship between socialized charismatic leadership and deviance in work groups. Because socialized charismatic leaders are thought to play an ethical leadership role, the authors hypothesized that the socialized charismatic leadership style would be associated with reduced deviance in the leader's work group. This prediction was supported for both the interpersonal and the organizational dimensions of deviance. Next, the authors examined the mediating role of values congruence. The results were partially supportive of the values congruence mediating hypothesis. Implications for future research and for management are discussed.
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