Despotic leadership and organizational deviance

Hakan Erkutlu · Jamel Chafra

64 citations0/0 files storedJournal of strategy and management

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Job Satisfaction and Organizational Behavior Employee Performance and Management Workplace Violence and Bullying

Abstract

Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance. Specifically, the authors take a relational approach by introducing employee’s organizational identification as the mediator. The moderating role of value congruence in the relationship between despotic leadership and organizational deviance is also considered. Design/methodology/approach Data were collected from 15 universities in Turkey. The sample included 1,219 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study supported the positive effect of despotic leadership on employee’s organizational deviance as well as the mediating effect of employee’s organizational identification. Moreover, when the level of value congruence is high, the relationship between organizational identification and organizational deviance is strong, whereas the effect is weak when the level of value congruence is low. Practical implications The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce organizational deviance. Moreover, they should pay more attention to the buffering role of value congruence for those subordinates with high distrust and showing organizational deviance. Originality/value This study contributes to the literature on workplace deviance by revealing the relational mechanism between despotic leadership and employee organizational deviance. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational deviance.

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References

1989Agency Theory: An Assessment and Review 2005Social Exchange Theory: An Interdisciplinary Review 2002Perceived organizational support: A review of the literature.2001The Influence of Culture, Community, and the Nested‐Self in the Stress Process: Advancing Conservation of Resources Theory 1992Alumni and their alma mater: A partial test of the reformulated model of organizational identification 2005CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION, PERSON–GROUP, AND PERSON–SUPERVISOR FIT 1991PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT 2006Social Exchange Theory

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2020Understanding despotic leadership through the lens of Islamic work ethics 2022Effect of Despotic Leadership on Employee Turnover Intention: Mediating Toxic Workplace Environment and Cognitive Distraction in Academic Institutions 2021The Influence of Despotic Leadership on Counterproductive Work Behavior Among Police Personnel: Role of Emotional Exhaustion and Organizational Cynicism 2022Despotic leadership and IT project efficiency: the role of resilience

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