Leader Humility, Sense of Power, and Interpersonal Deviance Relationship Model in the Bureaucratic Culture [PDF]
Frontiers in Sociology, 2022 PurposeDrawing on the approach—inhibition theory of power and the containment theory of control—we propose a relationship model of leader humility, sense of power, and interpersonal deviance, by placing bureaucratic culture as a boundary condition.Design/
Hendryadi Hendryadi, Subur Karyatun
exaly +6 more sources
An Ego Depletion Perspective Linking Political Behavior to Interpersonal Deviance [PDF]
Frontiers in Psychology, 2022 A political act is a typical self-serving behavior that works to promote or protect self-interest. However, limited research explores its relationship with daily downstream behavior.
Jing Xiu +3 more
doaj +4 more sources
Stigmatization and Interpersonal Deviance Behaviors of Tour Guides: The Influence of Self-Identity Threat and Moral Disengagement [PDF]
Frontiers in Psychology, 2022 Severe tour guide stigma is a significant problem hindering tourism development. Based on self-identity threat and moral disengagement theory, this study analyzed the relationship between tour guide stigmatization and tour guides’ interpersonal deviance ...
Aimin Deng, Wenxing Liu, Yanghao Zhu
exaly +4 more sources
Suffering doubly: Effect of cyberbullying on interpersonal deviance and dual mediating effects of emotional exhaustion and anger [PDF]
Frontiers in Psychology, 2022 Research on employee harassment, in the form of workplace bullying, has increased over the past decade. However, there is little research on the prevalence and impact of cyberbullying, a type of cyber-related violence in the workplace.
Nausheen Syed +4 more
doaj +2 more sources
Leader’s integrity and interpersonal deviance [PDF]
International Journal of Emerging Markets, 2019 PurposeThe purpose of this paper is to posit that leader’s integrity decreases employee’s interpersonal deviance by increasing moral efficacy in the workplace. Specifically, the authors propose that perceptions of moral efficacy serve as a mechanism through which leader’s integrity affects workplace deviance.
Håkan Erkutlu, Jamel Chafra
exaly +3 more sources
Interpersonal Conflict and Employee Behavior in the Public Sector: Investigating the Role of Workplace Ostracism and Supervisors’ Active Empathic Listening [PDF]
Behavioral SciencesIn today’s dynamic organizational environments, interpersonal conflict and social exclusion can significantly impact employee behavior and organizational effectiveness.
Hatem Belgasm +3 more
doaj +2 more sources
Underdog Expectations and Employees’ Interpersonal Counterproductive Work Behavior: The Mediating Roles of Perceived Insider Status and Moral Disengagement [PDF]
Behavioral SciencesAs organizational competition intensifies, employees have become increasingly responsive to evaluative cues from their work environment. Among these, underdog expectations—employees’ perceptions that others view them as unlikely to succeed—can trigger ...
Huichi Qian +3 more
doaj +2 more sources
Abusive supervision and nurses’ deviant behaviors: the moderating effect of self-efficacy [PDF]
BMC NursingBackground Nurses play a critical role in care processes that involve patient monitoring and coordination and any failure in these processes or deviation from safety standards may result in serious consequences for patients and ultimately for the entire ...
Senay Yürür +2 more
doaj +2 more sources
Examining the moderating role of work engagement in predicting deviant behaviour: a study of work culture and organisational injustice among police officers [PDF]
BMC PsychologyDeviant workplace behaviour is a significant concern in law enforcement, where misconduct can undermine public trust and institutional effectiveness. This study investigates how work culture and perceived organizational injustice contribute to deviant ...
Muhammad Amin bin Bujang +5 more
doaj +2 more sources
The Effect of Leader Perfectionism on Employee Deviance: An Interpersonal Relationship Perspective
Psychology Research and Behavior ManagementHua Qiang Wang,1 Xin Jiang,1 Dan Li,2 Xin Jin,3 Jie Zhang1 1School of Economics and Management, Yangtze University, Jingzhou, Hubei Province, People’s Republic of China; 2School of Business Administration, Zhongnan University of Economics and Law, WuHan,
Wang HQ, Jiang X, Li D, Jin X, Zhang J
doaj +3 more sources