The Influence of Self-Serving Leadership on Deviant Behaviors in the Workplace: A Moderated Mediation Model
Self-serving leadership is a typical example of destructive leadership that has negative effects on its subordinates and organization. According to social identity theory, we propose a theoretical model that self-serving leadership induces employee interpersonal deviance and organizational deviance...
| Main Authors: | , , , |
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2022-04-01
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| Series: | Frontiers in Psychology |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.825154/full |
| _version_ | 1811280298067886080 |
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| author | Liangcan Liu Zhitao Wan Yanping Lin Xu Wang |
| author_facet | Liangcan Liu Zhitao Wan Yanping Lin Xu Wang |
| author_sort | Liangcan Liu |
| collection | DOAJ |
| description | Self-serving leadership is a typical example of destructive leadership that has negative effects on its subordinates and organization. According to social identity theory, we propose a theoretical model that self-serving leadership induces employee interpersonal deviance and organizational deviance through organization identification, and we explore the moderating role of moral identity in this relationship. Based on survey data collected from 377 questionnaires by using a three-wave time lagged design, structural equation modeling results showed that (1) there was a significant positive correlation between self-serving leadership and employees’ deviant behavior, (2) organizational identification partially mediates the relationship between self-serving leadership and employees’ deviant behavior, and (3) employees’ moral identity negatively moderates the relationship between self-serving leadership and employees’ organizational identification. The findings further extend the research on the influence of self-serving leadership on employee workplace deviance. They also reveal the mechanisms and boundary conditions of the effect of self-serving leadership on employee workplace deviance. |
| first_indexed | 2024-04-13T01:12:14Z |
| format | Article |
| id | doaj.art-7a672d03b3d34d0984d1a3559b7deea7 |
| institution | Directory Open Access Journal |
| issn | 1664-1078 |
| language | English |
| last_indexed | 2024-04-13T01:12:14Z |
| publishDate | 2022-04-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Psychology |
| spelling | doaj.art-7a672d03b3d34d0984d1a3559b7deea72022-12-22T03:09:07ZengFrontiers Media S.A.Frontiers in Psychology1664-10782022-04-011310.3389/fpsyg.2022.825154825154The Influence of Self-Serving Leadership on Deviant Behaviors in the Workplace: A Moderated Mediation ModelLiangcan Liu0Zhitao Wan1Yanping Lin2Xu Wang3School of Business Administration, Guizhou University of Finance and Economics, Guiyang, ChinaSchool of Business Administration, Guizhou University of Finance and Economics, Guiyang, ChinaSchool of Business Administration, Guizhou University of Finance and Economics, Guiyang, ChinaPersonnel Division, Guizhou University, Guiyang, ChinaSelf-serving leadership is a typical example of destructive leadership that has negative effects on its subordinates and organization. According to social identity theory, we propose a theoretical model that self-serving leadership induces employee interpersonal deviance and organizational deviance through organization identification, and we explore the moderating role of moral identity in this relationship. Based on survey data collected from 377 questionnaires by using a three-wave time lagged design, structural equation modeling results showed that (1) there was a significant positive correlation between self-serving leadership and employees’ deviant behavior, (2) organizational identification partially mediates the relationship between self-serving leadership and employees’ deviant behavior, and (3) employees’ moral identity negatively moderates the relationship between self-serving leadership and employees’ organizational identification. The findings further extend the research on the influence of self-serving leadership on employee workplace deviance. They also reveal the mechanisms and boundary conditions of the effect of self-serving leadership on employee workplace deviance.https://www.frontiersin.org/articles/10.3389/fpsyg.2022.825154/fullself-serving leadershiporganizational identificationmoral identityinterpersonal devianceorganizational deviance |
| spellingShingle | Liangcan Liu Zhitao Wan Yanping Lin Xu Wang The Influence of Self-Serving Leadership on Deviant Behaviors in the Workplace: A Moderated Mediation Model Frontiers in Psychology self-serving leadership organizational identification moral identity interpersonal deviance organizational deviance |
| title | The Influence of Self-Serving Leadership on Deviant Behaviors in the Workplace: A Moderated Mediation Model |
| title_full | The Influence of Self-Serving Leadership on Deviant Behaviors in the Workplace: A Moderated Mediation Model |
| title_fullStr | The Influence of Self-Serving Leadership on Deviant Behaviors in the Workplace: A Moderated Mediation Model |
| title_full_unstemmed | The Influence of Self-Serving Leadership on Deviant Behaviors in the Workplace: A Moderated Mediation Model |
| title_short | The Influence of Self-Serving Leadership on Deviant Behaviors in the Workplace: A Moderated Mediation Model |
| title_sort | influence of self serving leadership on deviant behaviors in the workplace a moderated mediation model |
| topic | self-serving leadership organizational identification moral identity interpersonal deviance organizational deviance |
| url | https://www.frontiersin.org/articles/10.3389/fpsyg.2022.825154/full |
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