TITLE:
Employee Perception of Leadership Tolerance of Deviance and the Moral Disengagement from Organizational Citizenship Behavior
AUTHORS:
LaJuan Perronoski Fuller
KEYWORDS:
Ethical Leadership, Perceived Deviance Tolerance, Moral Disengagement, Organizational Citizenship Behavior, Formal Rewards
JOURNAL NAME:
Journal of Human Resource and Sustainability Studies,
Vol.10 No.3,
September
1,
2022
ABSTRACT: Organizational leaders set the example for “what is acceptable” ethical behavior and encourage organizational citizenship behavior among employees. Organizational citizenship behavior is the willingness to go above and beyond regular duties and responsibilities without using formal reward systems. However, employees who use social comparisons or repeatedly witness leaders who tolerate deviant behaviors are more likely to morally disengage from the positive attributes associated with organizational citizenship behavior. This research aims to determine ethical leadership attributes that resist the negative impact of perceived deviance tolerance on employee organizational citizenship behavior. The Leadership Ethic and Decision-making (LEAD) model is grounded in the foundational leadership theory which suggests that leaders should conduct an inward examination using integrity and assurance with an outward examination based on pragmatism to improve employee perception of ethical decision-making. The result of this study is based on responses from 378 full-time employees in the United States. The findings reveal that LEAD is a reliable, ethical leadership model and pragmatism is resistant to negative moderation of perceived tolerance of deviant behavior on employee contributions in the workplace. Therefore, leaders, managers, and HR professionals who apply the LEAD model will influence organizational citizenship behavior while reducing the deviant behaviors associated with the perceived tolerance of deviance.