Can control and flexible leaderships influence deviant behavior
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Transcript of Can control and flexible leaderships influence deviant behavior
CAN CONTROL AND FLEXIBLE
LEADERSHIPS INFLUENCE DEVIANT
BEHAVIOR?
AIDA ABDULLAH
SABITHA MARICAN
FACULTY OF ECONOMICS AND ADMINISTRATION
UNIVERSITY MALAYA
4TH INTERNATIONAL CONFERENCE ON ADVANCES IN SOCIAL SCIENCES
27 – 28 DECEMBER 2014
INTRODUCTION
• Behavioral workplace problem
• Counterproductive behavior, misbehavior, antisocial
Two perspectives
•Organizational deviance
•Interpersonal deviance
Transcends in public organizations
Organizational failure
• Failure of employees to adhere to organizational ethics
• Weaken social relationship, due to psychological pressures of the behavior
Two contributing factor
Organizational factor
Personal factor
Organizational factor was commonly understood as the dominating factor
Leadership which emphasizes on control and
flexibility was found to affect employees behavior
Causes physical and psychological symptoms that can be described as
deviant behavior
OBJECTIVES
To examine employees perception on deviant behavior
To evaluate leadership behavior
To determine the association between leadership and deviant behavior
DEVIANT BEHAVIOR
Resistance behavior or pessimistic
behavior as a direct
consequence of perceive negative
work environment
This study describes deviant
behavior as organizational deviance and interpersonal
deviance
Organizational deviance
• Behaviors that bring harmful effect to the organization
• Productivity and performance defect
• Production deviance; work slow, taking excessive break
• Property deviance; stealing, financial abuse
Interpersonal deviance
• Behaviors that bring harmful effect to organizational members
• Physical and psychological pressures
• Political deviance; gossip, favoritism
• Personal aggression; yelling, screaming
LEADERSHIP AND DEVIANT BEHAVIOR
Commonly studied and has an association with deviant behavior
Behavioral theories of leadership
Control leadership Flexibility leadership
Leaders play significant roles
Conceptualize, align, interact and creating success
Control leadership and deviant behavior
• Concern on systematic task governance
• Concern on effective resource deployment
• Causes hostility, sabotage and undesirable behavior among followers
Flexible leadership and deviant behavior
• Leaders support and sensitive to followers’ situation
• Leaders develop organizational adaptiveness
• Significant association with bullying and workplace participation
METHODOLOGY
Convenience sampling method
Malaysian federal ministries
Deviant behavior questionnaire
Developed by Robinson & Bennett (1995)
Organizational deviance 6 item
Interpersonal deviance 6 item
Leadership questionnaire
Developed by Quinn (1988)
20 item
DEMOGRAPHY PROFILE
PROFILE FREQUENCY PERCENTAGE
AGE• 20-30• 31-40• 41-50• > 51
353354
45.542.96.55.2
GENDER• MALE• FEMALE
2453
31.268.8
MARITAL STATUS• MARRIED• SINGLE• DIVORCE
47282
6136.42.6
RELIGION• MUSLIM• CHRISTIAN• BUDDHISM• HINDUISM
73211
94.82.61.31.3
EDUCATIONAL LEVEL• DIPLOMA• BACHELOR
DEGREE• MASTERS• PhD.
2537
132
32.548.1
16.92.6
LEADERSHIP PERCEPTION
LEADERSHIP MEAN STANDARDDEVIATION
CONTROL 3.17 .461
FLEXIBLE 3.08 .483
• Employees perceive both leadership behavior high• Both leadership behavior are a necessity• Control – demonstrate decisiveness in managing activities and
resources• Flexible – demonstrate openness in managing human resources and
the environment
• In public sector leaders behavior is influenced by contextual factors
• Leaders behavior is also influenced by their personal influence such as attitude, personality and self esteem that develop their personal quality
OCCURRENCE OF DEVIANT BEHAVIORDeviant Behavior Freq Perce
ntOrganizational Deviancea. Production Deviance Worked on personal matter instead of worked
for your employer Taken an additional @ longer break than is
acceptable at your place at work Intentionally worked slower that you could
have workedb. Property Deviance Padded an expense account to get reimbursed
for more money that you spent on businessexpenses
Accepted a gift / favor in exchange forprofessional treatment
Taken property from work without permission
41
64
39
16
13
15
53.3
83.1
50.7
20.8
16.9
19.5
OCCURRENCE OF DEVIANT BEHAVIORDeviant Behavior Freq Perc
ent
Interpersonal Deviancea. Political Deviance Showed favoritism for a fellow employee @
subordinate employee Blamed someone else @ let someone else take the
blame of your mistake Repeated gossip about a co-workerb. Personal Aggression Cursed someone at work Made an ethnic @ sexually harassing remark @
joke at work Made someone feel physically intimidated either
through threat @ carelessness at work
35
27
56
1616
7
45.5
35.1
72.7
20.820.8
9.1
• Organizational deviance and interpersonal deviance were observed
• Organizational deviance – longer break
• Interpersonal deviance – organizational gossip
Longer break
Tolerable behavior
Restorative features and its relationship with
productivity increased
Organizational gossip
Informal communication and social networking
Facilitate friendship ; searching information from
others, personal exchanges and social bonds
LEADERSHIP AND DEVIANT BEHAVIORMEAN SD Control
Leadership
Flexibility
Leadership
Control Leadership 3.170 .461 1 .844**
Flexibility Leadership 3.076 .483 .844** 1
OR
GA
NIZ
AT
ION
A
L D
EV
IAN
CE
Personal Matter 1.57 .572 -.246* -.267*
Additional break 1.96 .549 -.268* -.246*
Worked slower 1.58 .636 -.324** -.321**
Padded an account 1.26 .571 -.098 -.198
Accepting gift 1.17 .377 -.058 .014
Taking property 1.19 .399 -.016 -.034
INT
ER
PE
RS
ON
AL
DE
VIA
NC
E
Favoritism 1.49 .576 -.205 -.364**
Blaming others 1.39 .566 -.241* -.298**
Gossip 1.96 .733 .041 -.042
Cursed others 1.21 .408 -.027 .029
Harassing remark 1.22 .448 .085 .049
Physical Intimidation 1.09 .289 .036 -.067
THE ASSOCIATION BETWEEN LEADERSHIP AND DEVIANT BEHAVIOR
• The association between leadership behavior and theoccurrence of deviant behavior show that employeesacknowledge and admit that leaders are important andsignificantly influence their behavior
• The significant negative relationship that exist showsthat leaders as a source of reliable role model
• Strong emphasis on control and flexibility leadership canhave a positive effect on employees’ behavior
• While insignificant correlation indicates that influence ofother factors on employees behavior; other contextual,situational and personal factors
CONCLUSION
• Control and flexible leaderships are practiced
• The presence of all deviant behaviors createawareness and generate proactive measures toprevent the problem
• The association between leadership behavior anddeviant behavior support deviance studies, whichclaims that negative behavior as a response toperceive negative work environment
• To avoid deviant behavior, control and flexibilityleadership is a necessity