Abstract:
This paper studies the moderating effect of Transformational Leadership (TL) on the
relationship between Deviant Workplace Behavior (DWB) and Job Performance
(JP). Data were collected using a self-administered questionnaire from 288 (n=288)
respondents using quota sampling approach. The analysis shows that employees’
DWB negates JP and there is a moderating effect of TL behavior on the
relationships of DWB and JP. TL can moderate the behavior of deviant employees
which, in turn, contributes to accelerating JP. This study brings forth implications
both for academics and professionals. It encourages more researches from academics
on it and robust application of these findings for professionals for the effective
utilization of their talents. It also proposes that the punitive approach of dealing with
deviant employees requires replacement with appropriate leadership styles.
Machine summary:
"Deviant Workplace Behavior and Job Performance: The Moderating Effect of Transformational Leadership Mohammad Harisur Rahman Howladar1, Sahidur Rahman1, Aftab Uddin2* 1.
Faculty of Human Resource Management, University of Chittagong, Bangladesh & School of Management, Wuhan University of Technology, PR China (Received: May 21, 2017; Revised: February 11, 2018; Accepted: March 3, 2018) Abstract This paper studies the moderating effect of Transformational Leadership (TL) on the relationship between Deviant Workplace Behavior (DWB) and Job Performance (JP).
Emotional exhaustion and organizational deviance are being focused by researchers, academics, and professionals because of their negative impact on business in terms of productivity loss, the decrease in job satisfaction, lower level of organizational commitment, and poorer performance (Jiang, Chen, Sun, & Yang, 2017; Uddin, Rahman, & Howladar, 2013; Zheng et al.
While some studies revealed that TL has an adverse impact on negative attitude (Aksu, 2016; Astrauskaite, Notelaers, Medisauskaite, & Kern, 2015), Effelsberg, Solga, and Gurt (2014) showed contradictory findings to the fact that TL is positively related with unethical behavior.
, 2007), antisocial behavior (Giacalone & Greenberg, 1997), ill behavior (Griffin & Lopez, 2005), counterproductive behavior (Aubé, Rousseau, Mama, & Morin, 2009), deviance (Robinson & Bennett, 1995), gender discrimination (Landy, 2008), moral disengagement (Hystad, Mearns, & Eid, 2014), workplace deviance (Bennett & Robinson, 2003), workplace incivility (Blau & Andersson, 2005), and workplace bullying (Casimir, McCormack, Djurkovic, & Nsubuga‐Kyobe, 2012; Desrumaux, Machado, Przygodzki-Lionet, & Lourel, 2015)."