Fenika Wulani and Marliana Junaedi
This study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal…
Abstract
Purpose
This study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) and coworkers (interpersonal deviance), and the moderating effect power distance and collectivism have on these relationships.
Design/methodology/approach
This study uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries in Surabaya, Indonesia. This study uses partial least squares structural equation modeling (PLS-SEM) to examine hypotheses.
Findings
This study indicates that passive leadership has a positive relationship with supervisor-directed deviance, but not with interpersonal deviance. Moreover, power distance moderates these relationships. Additionally, the findings show that collectivism moderates the relationship between passive leadership and interpersonal deviance, but not with supervisor-directed deviance.
Practical implications
Managers need to be aware of the roles and responsibilities of their positions and understand their subordinates' expectations, specifically related to their cultural values.
Originality/value
Few studies have investigated the relationship between passive leadership and deviant behaviors, especially those directed at supervisors and coworkers. Also, there is little study that explored the role of cultural values in these relationships. The present study provides new insight regarding the moderating role power distance and collectivism have in the relationship between passive leadership and deviant behaviors.
Details
Keywords
Marliana Junaedi and Fenika Wulani
The purpose of this paper is to examine the relationship between job stress and deviant behaviors, which include organizational and frontline deviance, and the moderating effect…
Abstract
Purpose
The purpose of this paper is to examine the relationship between job stress and deviant behaviors, which include organizational and frontline deviance, and the moderating effect of person–organization (P-O) fit on these relationships.
Design/methodology/approach
The sample consists of 259 frontline employees working in Surabaya, Indonesia. Respondents were asked to complete a questionnaire distributed by survey assistants. This present study conducts partial least squares structural equation modeling to examine hypotheses.
Findings
The results indicate that job stress has positive correlations with organizational and frontline deviance. P-O fit has a moderating effect on the relationship between job stress and frontline deviance; the lower the P-O fit, the stronger the relationship between job stress and frontline deviance. P-O fit does not moderate the relationship between job stress and organizational deviance.
Practical implications
Companies must be more careful in the recruitment and selection process and continuously perform activities to communicate their values and norms to employees.
Originality/value
This study introduces the moderating effect of P-O fit on the relationship between job stress and frontline employees' deviant behaviors, which has not been revealed in previous studies. It provides an understanding of the importance of considering the compatibility between individual and organizational values as one of the company's efforts to reduce stressed employees' responses by engaging in workplace deviance.