正面与负面影响:领导行为对下属行为偏差的元分析

IF 2.9 4区 心理学 Q2 PSYCHOLOGY, APPLIED Human Performance Pub Date : 2022-11-03 DOI:10.1080/08959285.2022.2142228
Gargi Sawhney, Mallory A. McCord, A. Cunningham, Kwesi Adjei, Henry R. Young, David R. Glerum
{"title":"正面与负面影响:领导行为对下属行为偏差的元分析","authors":"Gargi Sawhney, Mallory A. McCord, A. Cunningham, Kwesi Adjei, Henry R. Young, David R. Glerum","doi":"10.1080/08959285.2022.2142228","DOIUrl":null,"url":null,"abstract":"ABSTRACT 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.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":null,"pages":null},"PeriodicalIF":2.9000,"publicationDate":"2022-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"2","resultStr":"{\"title\":\"Good and Bad Influences: A Meta-Analysis of Leader Behavior on Followers’ Experienced and Perpetrated Deviance\",\"authors\":\"Gargi Sawhney, Mallory A. McCord, A. Cunningham, Kwesi Adjei, Henry R. Young, David R. Glerum\",\"doi\":\"10.1080/08959285.2022.2142228\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"ABSTRACT 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.\",\"PeriodicalId\":47825,\"journal\":{\"name\":\"Human Performance\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":2.9000,\"publicationDate\":\"2022-11-03\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"2\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Human Performance\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://doi.org/10.1080/08959285.2022.2142228\",\"RegionNum\":4,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"PSYCHOLOGY, APPLIED\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Human Performance","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1080/08959285.2022.2142228","RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"PSYCHOLOGY, APPLIED","Score":null,"Total":0}
引用次数: 2

摘要

摘要尽管对领导者行为和工作场所越轨行为的研究越来越多,但对不同形式的领导者行为和职场越轨行为之间的关联程度缺乏全面的了解。根据社会学习理论和Banks及其同事的领导者行为框架,我们的荟萃分析使用104个独立样本(N=42968),根据领导者行为在预测工作场所偏差方面的重要性,提供了领导者行为(即道德、励志、任务导向、关系和被动)的排名顺序。此外,我们整合了关于实施和经历的越轨行为的文献,从两个角度研究了领导者行为与越轨行为之间的关系。我们还评估了三个可以调节领导者行为的边界条件——工作场所越轨关系。我们的研究结果表明,被动领导行为解释了工作场所越轨行为的最大差异,其次是道德、关系、激励和任务导向的领导行为。我们还发现,偏差目标、研究设计和评分者对领导者行为与工作场所偏差之间关系的调节作用得到了支持。我们强调,相对于积极领导者行为的影响,被动领导者行为对工作场所越轨行为的影响更大。我们讨论了我们的研究结果对研究和实践的影响。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
查看原文
分享 分享
微信好友 朋友圈 QQ好友 复制链接
本刊更多论文
Good and Bad Influences: A Meta-Analysis of Leader Behavior on Followers’ Experienced and Perpetrated Deviance
ABSTRACT 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.
求助全文
通过发布文献求助,成功后即可免费获取论文全文。 去求助
来源期刊
Human Performance
Human Performance PSYCHOLOGY, APPLIED-
CiteScore
4.30
自引率
0.00%
发文量
16
期刊介绍: Human Performance publishes research investigating the nature and role of performance in the workplace and in organizational settings and offers a rich variety of information going beyond the study of traditional job behavior. Dedicated to presenting original research, theory, and measurement methods, the journal investigates individual, team, and firm level performance factors that influence work and organizational effectiveness. Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in organizational and occupational settings. The journal seeks to identify and stimulate relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, organizational behavior, human resource management, and human factors.
期刊最新文献
Matching Job Demands and Job Resources as Linear and Non-linear Predictors of Employee Vigor and Sustainable Performance Defiance, Compliance, or Somewhere in Between: A Qualitative Study of How Employees Respond to Supervisors’ Unethical Requests Can “Bad” Stressors Spur “Bad” Behavior? An Emotion-Stress Model of Workplace Mistreatments The Normative Judgment Test of Honesty-Humility: An Implicit Instrument for Organizational Contexts Mechanisms Underlying the Use of Power-Creativity Relationship in the Military: Achievement Motivation and Identification
×
引用
GB/T 7714-2015
复制
MLA
复制
APA
复制
导出至
BibTeX EndNote RefMan NoteFirst NoteExpress
×
×
提示
您的信息不完整,为了账户安全,请先补充。
现在去补充
×
提示
您因"违规操作"
具体请查看互助需知
我知道了
×
提示
现在去查看 取消
×
提示
确定
0
微信
客服QQ
Book学术公众号 扫码关注我们
反馈
×
意见反馈
请填写您的意见或建议
请填写您的手机或邮箱
已复制链接
已复制链接
快去分享给好友吧!
我知道了
×
扫码分享
扫码分享
Book学术官方微信
Book学术文献互助
Book学术文献互助群
群 号:481959085
Book学术
文献互助 智能选刊 最新文献 互助须知 联系我们:info@booksci.cn
Book学术提供免费学术资源搜索服务,方便国内外学者检索中英文文献。致力于提供最便捷和优质的服务体验。
Copyright © 2023 Book学术 All rights reserved.
ghs 京公网安备 11010802042870号 京ICP备2023020795号-1