The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflict
Based on the normative conflict model, this study proposes a dual-pathway model that is constituted of organizational identification and normative conflict, and examines the double-edged sword effect of ethical leadership on subordinates’ constructive deviance. According to the analysis of 449 quest...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2022-07-01
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| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.892395/full |
| _version_ | 1811295392340377600 |
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| author | Lixia Niu Wende Xia Yong Liu |
| author_facet | Lixia Niu Wende Xia Yong Liu |
| author_sort | Lixia Niu |
| collection | DOAJ |
| description | Based on the normative conflict model, this study proposes a dual-pathway model that is constituted of organizational identification and normative conflict, and examines the double-edged sword effect of ethical leadership on subordinates’ constructive deviance. According to the analysis of 449 questionnaires collected from Chinese employees, the results show that ethical leadership can promote employees’ constructive deviance by improving their constructive intention (Organizational identification), and it can weaken employees’ deviance motivation (normative conflict) to prevent their constructive deviance. Moreover, ethical leadership has different effects on different types of constructive deviance. This research further enriches the formation mechanism of constructive deviance and provides practical guidance to exert the effectiveness of constructive deviance in organizational management. |
| first_indexed | 2024-04-13T05:32:43Z |
| format | Article |
| id | doaj.art-0f34ef838ed346a1b16379dcaae863a3 |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-04-13T05:32:43Z |
| publishDate | 2022-07-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-0f34ef838ed346a1b16379dcaae863a32022-12-22T03:00:23ZengFrontiers Media S.A.Frontiers in Psychology1664-10782022-07-011310.3389/fpsyg.2022.892395892395The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflictLixia Niu0Wende Xia1Yong Liu2College of Business Management, Liaoning Technical University, Huludao, ChinaCollege of Business Management, Liaoning Technical University, Huludao, ChinaSchool of Economic and Management, Southeast University, Nanjing, ChinaBased on the normative conflict model, this study proposes a dual-pathway model that is constituted of organizational identification and normative conflict, and examines the double-edged sword effect of ethical leadership on subordinates’ constructive deviance. According to the analysis of 449 questionnaires collected from Chinese employees, the results show that ethical leadership can promote employees’ constructive deviance by improving their constructive intention (Organizational identification), and it can weaken employees’ deviance motivation (normative conflict) to prevent their constructive deviance. Moreover, ethical leadership has different effects on different types of constructive deviance. This research further enriches the formation mechanism of constructive deviance and provides practical guidance to exert the effectiveness of constructive deviance in organizational management.https://www.frontiersin.org/articles/10.3389/fpsyg.2022.892395/fullconstructive devianceethical leadershiporganizational identificationnormative conflictdouble-edged sword effect |
| spellingShingle | Lixia Niu Wende Xia Yong Liu The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflict Frontiers in Psychology constructive deviance ethical leadership organizational identification normative conflict double-edged sword effect |
| title | The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflict |
| title_full | The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflict |
| title_fullStr | The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflict |
| title_full_unstemmed | The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflict |
| title_short | The double-edged sword effect of ethical leadership on constructive deviance: An integrated model of two approaches based on organizational identification and normative conflict |
| title_sort | double edged sword effect of ethical leadership on constructive deviance an integrated model of two approaches based on organizational identification and normative conflict |
| topic | constructive deviance ethical leadership organizational identification normative conflict double-edged sword effect |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.892395/full |
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