Prosocial rule breaking at the street level: the roles of leaders, peers, and bureaucracy

Abstract

Rules and rule behaviour are keys to understanding modern organizations. This study examines prosocial rule breaking (PSRB), a view of workplace rule violations that eschews assumptions of invariably self-interested, utility-maximizing workers. Using survey data of child welfare social workers, the study tests the influences of leaders, peers, and bureaucratic attributes on PSRB-related attitudes and behaviour. The results indicate formalization and threats of punishment diminish employees’ willingness to break rules for others while rule consistency and co-worker rule violations trigger PSRB. Findings suggest public managers must acknowledge both formal and informal organizational attributes to better understand PSRB among front line workers.

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