Good and bad influences : a meta-analysis of leader behavior on followers’ experienced and perpetrated deviance
Gespeichert in:
| Autor*in: |
Sawhney, Gargi [verfasserIn] McCord, Mallory A. [verfasserIn] Cunningham, Austin [verfasserIn] Adjei, Kwesi [verfasserIn] Young, Henry [verfasserIn] Glerum, David [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
Führungsstil / Arbeitsverhalten / Unternehmenskultur / Meta-Analyse |
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| Übergeordnetes Werk: |
Enthalten in: Human performance - Philadelphia, PA : Routledge, Taylor & Francis Group, 1988, 36(2023), 1, Seite 24-44 |
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| Übergeordnetes Werk: |
volume:36 ; year:2023 ; number:1 ; pages:24-44 |
| Links: |
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| DOI / URN: |
10.1080/08959285.2022.2142228 |
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| Katalog-ID: |
1839677759 |
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| 982 | |2 26 |1 00 |x DE-206 |b Despite the rise in research on leader behaviors and workplace deviance, a comprehensive understanding of the magnitude of associations between the different forms of leader behaviors and workplace deviance is lacking. Drawing on Social Learning Theory and Banks and colleagues’) framework of leader behaviors, our meta-analysis provides a rank ordering of leader behaviors (i.e., moral, inspirational, task-oriented, relational, and passive) based on their importance in predicting workplace deviance using 104 independent samples (N = 42,968). Additionally, we consolidate the literatures on perpetrated and experienced deviance to investigate the association between leader behaviors and deviance from both perspectives. We also assess three boundary conditions that could moderate the leader behavior – workplace deviance relationship. Our findings suggest that passive leader behaviors explain the greatest variance in workplace deviance, followed by moral, relational, inspirational, and task-oriented leader behaviors. We also find support for the moderating effects of deviance target, study design, and rater in(dependence) on the association between leader behaviors and workplace deviance. We highlight that passive leader behaviors exhibit a greater influence on workplace deviance relative to the influence of positive leader behaviors. We discuss the implications of our results for both research and practice. | ||
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10.1080/08959285.2022.2142228 doi (DE-627)1839677759 (DE-599)KXP1839677759 DE-627 ger DE-627 rda eng Sawhney, Gargi verfasserin aut Good and bad influences a meta-analysis of leader behavior on followers’ experienced and perpetrated deviance Gargi Sawhney, Mallory A. McCord, Austin Cunningham, Kwesi Adjei, Henry Young, and David Glerum 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier 1.1\x Führungsstil (DE-627)091361583 (DE-2867)15825-5 stw 1.2\x Arbeitsverhalten (DE-627)573723281 (DE-2867)25881-3 stw 1.3\x Unternehmenskultur (DE-627)091396530 (DE-2867)12108-6 stw 1.4\x Meta-Analyse (DE-627)519744373 (DE-2867)29955-1 stw McCord, Mallory A. verfasserin (DE-588)1235787710 (DE-627)176087731X aut Cunningham, Austin verfasserin aut Adjei, Kwesi verfasserin aut Young, Henry verfasserin (DE-588)1270698303 (DE-627)1819420930 aut Glerum, David verfasserin aut Enthalten in Human performance Philadelphia, PA : Routledge, Taylor & Francis Group, 1988 36(2023), 1, Seite 24-44 Online-Ressource (DE-627)320613909 (DE-600)2021725-0 (DE-576)110351711 1532-7043 nnns volume:36 year:2023 number:1 pages:24-44 https://www.tandfonline.com/doi/pdf/10.1080/08959285.2022.2142228 Verlag lizenzpflichtig https://doi.org/10.1080/08959285.2022.2142228 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_206 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 36 2023 1 24-44 26 01 0206 4294137096 x1z 21-03-23 26 00 DE-206 Despite the rise in research on leader behaviors and workplace deviance, a comprehensive understanding of the magnitude of associations between the different forms of leader behaviors and workplace deviance is lacking. Drawing on Social Learning Theory and Banks and colleagues’) framework of leader behaviors, our meta-analysis provides a rank ordering of leader behaviors (i.e., moral, inspirational, task-oriented, relational, and passive) based on their importance in predicting workplace deviance using 104 independent samples (N = 42,968). Additionally, we consolidate the literatures on perpetrated and experienced deviance to investigate the association between leader behaviors and deviance from both perspectives. We also assess three boundary conditions that could moderate the leader behavior – workplace deviance relationship. Our findings suggest that passive leader behaviors explain the greatest variance in workplace deviance, followed by moral, relational, inspirational, and task-oriented leader behaviors. We also find support for the moderating effects of deviance target, study design, and rater in(dependence) on the association between leader behaviors and workplace deviance. We highlight that passive leader behaviors exhibit a greater influence on workplace deviance relative to the influence of positive leader behaviors. We discuss the implications of our results for both research and practice. |
| spelling |
10.1080/08959285.2022.2142228 doi (DE-627)1839677759 (DE-599)KXP1839677759 DE-627 ger DE-627 rda eng Sawhney, Gargi verfasserin aut Good and bad influences a meta-analysis of leader behavior on followers’ experienced and perpetrated deviance Gargi Sawhney, Mallory A. McCord, Austin Cunningham, Kwesi Adjei, Henry Young, and David Glerum 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier 1.1\x Führungsstil (DE-627)091361583 (DE-2867)15825-5 stw 1.2\x Arbeitsverhalten (DE-627)573723281 (DE-2867)25881-3 stw 1.3\x Unternehmenskultur (DE-627)091396530 (DE-2867)12108-6 stw 1.4\x Meta-Analyse (DE-627)519744373 (DE-2867)29955-1 stw McCord, Mallory A. verfasserin (DE-588)1235787710 (DE-627)176087731X aut Cunningham, Austin verfasserin aut Adjei, Kwesi verfasserin aut Young, Henry verfasserin (DE-588)1270698303 (DE-627)1819420930 aut Glerum, David verfasserin aut Enthalten in Human performance Philadelphia, PA : Routledge, Taylor & Francis Group, 1988 36(2023), 1, Seite 24-44 Online-Ressource (DE-627)320613909 (DE-600)2021725-0 (DE-576)110351711 1532-7043 nnns volume:36 year:2023 number:1 pages:24-44 https://www.tandfonline.com/doi/pdf/10.1080/08959285.2022.2142228 Verlag lizenzpflichtig https://doi.org/10.1080/08959285.2022.2142228 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_206 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 36 2023 1 24-44 26 01 0206 4294137096 x1z 21-03-23 26 00 DE-206 Despite the rise in research on leader behaviors and workplace deviance, a comprehensive understanding of the magnitude of associations between the different forms of leader behaviors and workplace deviance is lacking. Drawing on Social Learning Theory and Banks and colleagues’) framework of leader behaviors, our meta-analysis provides a rank ordering of leader behaviors (i.e., moral, inspirational, task-oriented, relational, and passive) based on their importance in predicting workplace deviance using 104 independent samples (N = 42,968). Additionally, we consolidate the literatures on perpetrated and experienced deviance to investigate the association between leader behaviors and deviance from both perspectives. We also assess three boundary conditions that could moderate the leader behavior – workplace deviance relationship. Our findings suggest that passive leader behaviors explain the greatest variance in workplace deviance, followed by moral, relational, inspirational, and task-oriented leader behaviors. We also find support for the moderating effects of deviance target, study design, and rater in(dependence) on the association between leader behaviors and workplace deviance. We highlight that passive leader behaviors exhibit a greater influence on workplace deviance relative to the influence of positive leader behaviors. We discuss the implications of our results for both research and practice. |
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26 00 DE-206 Despite the rise in research on leader behaviors and workplace deviance, a comprehensive understanding of the magnitude of associations between the different forms of leader behaviors and workplace deviance is lacking. Drawing on Social Learning Theory and Banks and colleagues’) framework of leader behaviors, our meta-analysis provides a rank ordering of leader behaviors (i.e., moral, inspirational, task-oriented, relational, and passive) based on their importance in predicting workplace deviance using 104 independent samples (N = 42,968). Additionally, we consolidate the literatures on perpetrated and experienced deviance to investigate the association between leader behaviors and deviance from both perspectives. We also assess three boundary conditions that could moderate the leader behavior – workplace deviance relationship. Our findings suggest that passive leader behaviors explain the greatest variance in workplace deviance, followed by moral, relational, inspirational, and task-oriented leader behaviors. We also find support for the moderating effects of deviance target, study design, and rater in(dependence) on the association between leader behaviors and workplace deviance. We highlight that passive leader behaviors exhibit a greater influence on workplace deviance relative to the influence of positive leader behaviors. We discuss the implications of our results for both research and practice Good and bad influences a meta-analysis of leader behavior on followers’ experienced and perpetrated deviance Gargi Sawhney, Mallory A. McCord, Austin Cunningham, Kwesi Adjei, Henry Young, and David Glerum 1.1\x Führungsstil (DE-627)091361583 (DE-2867)15825-5 stw 1.2\x Arbeitsverhalten (DE-627)573723281 (DE-2867)25881-3 stw 1.3\x Unternehmenskultur (DE-627)091396530 (DE-2867)12108-6 stw 1.4\x Meta-Analyse (DE-627)519744373 (DE-2867)29955-1 stw |
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Good and bad influences |
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https://www.tandfonline.com/doi/pdf/10.1080/08959285.2022.2142228 https://doi.org/10.1080/08959285.2022.2142228 |
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Drawing on Social Learning Theory and Banks and colleagues’) framework of leader behaviors, our meta-analysis provides a rank ordering of leader behaviors (i.e., moral, inspirational, task-oriented, relational, and passive) based on their importance in predicting workplace deviance using 104 independent samples (N = 42,968). Additionally, we consolidate the literatures on perpetrated and experienced deviance to investigate the association between leader behaviors and deviance from both perspectives. We also assess three boundary conditions that could moderate the leader behavior – workplace deviance relationship. Our findings suggest that passive leader behaviors explain the greatest variance in workplace deviance, followed by moral, relational, inspirational, and task-oriented leader behaviors. We also find support for the moderating effects of deviance target, study design, and rater in(dependence) on the association between leader behaviors and workplace deviance. 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