Application of GIS in Landslide Disaster Response.pptx
Can control and flexible leaderships influence deviant behavior
1. CAN CONTROL AND FLEXIBLE
LEADERSHIPS INFLUENCE DEVIANT
BEHAVIOR?
AIDA ABDULLAH
SABITHA MARICAN
FACULTY OF ECONOMICS AND ADMINISTRATION
UNIVERSITY MALAYA
4TH INTERNATIONAL CONFERENCE ON ADVANCES IN
SOCIAL SCIENCES
27 – 28 DECEMBER 2014
6. Leadership which
emphasizes on control and
flexibility was found to
affect employees behavior
Causes physical and
psychological symptoms
that can be described as
deviant behavior
7. OBJECTIVES
To examine employees perception on
deviant behavior
To evaluate leadership behavior
To determine the association between
leadership and deviant behavior
9. Organizational deviance
• Behaviors that bring harmful effect
to the organization
• Productivity and performance
defect
• Production deviance; work slow,
taking excessive break
• Property deviance; stealing,
financial abuse
10. Interpersonal deviance
• Behaviors that bring harmful effect
to organizational members
• Physical and psychological
pressures
• Political deviance; gossip,
favoritism
• Personal aggression; yelling,
screaming
11. LEADERSHIP AND DEVIANT BEHAVIOR
Commonly studied and has an association with deviant
behavior
Behavioral theories of leadership
Control leadership Flexibility leadership
Leaders play significant roles
Conceptualize, align, interact and creating success
12. Control leadership and deviant behavior
• Concern on systematic task
governance
• Concern on effective resource
deployment
• Causes hostility, sabotage and
undesirable behavior among
followers
13. Flexible leadership and deviant
behavior
• Leaders support and sensitive
to followers’ situation
• Leaders develop
organizational adaptiveness
• Significant association with
bullying and workplace
participation
14. METHODOLOGY
Convenience sampling method
Malaysian federal ministries
Deviant behavior questionnaire
Developed by Robinson & Bennett (1995)
Organizational deviance 6 item
Interpersonal deviance 6 item
Leadership questionnaire
Developed by Quinn (1988)
20 item
15. DEMOGRAPHY PROFILE
PROFILE FREQUENCY PERCENTAGE
AGE
• 20-30
• 31-40
• 41-50
• > 51
35
33
5
4
45.5
42.9
6.5
5.2
GENDER
• MALE
• FEMALE
24
53
31.2
68.8
MARITAL STATUS
• MARRIED
• SINGLE
• DIVORCE
47
28
2
61
36.4
2.6
17. LEADERSHIP PERCEPTION
LEADERSHIP MEAN STANDARD
DEVIATION
CONTROL 3.17 .461
FLEXIBLE 3.08 .483
• Employees perceive both leadership behavior high
• Both leadership behavior are a necessity
• Control – demonstrate decisiveness in managing activities and
resources
• Flexible – demonstrate openness in managing human resources and
the environment
18. • In public sector leaders behavior is influenced by
contextual factors
• Leaders behavior is also influenced by their
personal influence such as attitude, personality
and self esteem that develop their personal
quality
19. OCCURRENCE OF DEVIANT BEHAVIOR
Deviant Behavior Freq Perce
nt
Organizational Deviance
a. Production Deviance
Worked on personal matter instead of worked
for your employer
Taken an additional @ longer break than is
acceptable at your place at work
Intentionally worked slower that you could
have worked
b. Property Deviance
Padded an expense account to get reimbursed
for more money that you spent on business
expenses
Accepted a gift / favor in exchange for
professional treatment
Taken property from work without permission
41
64
39
16
13
15
53.3
83.1
50.7
20.8
16.9
19.5
20. OCCURRENCE OF DEVIANT BEHAVIOR
Deviant Behavior Freq Perc
ent
Interpersonal Deviance
a. Political Deviance
Showed favoritism for a fellow employee @
subordinate employee
Blamed someone else @ let someone else take the
blame of your mistake
Repeated gossip about a co-worker
b. Personal Aggression
Cursed someone at work
Made an ethnic @ sexually harassing remark @
joke at work
Made someone feel physically intimidated either
through threat @ carelessness at work
35
27
56
16
16
7
45.5
35.1
72.7
20.8
20.8
9.1
24. LEADERSHIP AND DEVIANT BEHAVIOR
MEAN SD Control
Leadership
Flexibility
Leadership
Control Leadership 3.170 .461 1 .844**
Flexibility Leadership 3.076 .483 .844** 1
ORGANIZATIONA
LDEVIANCE
Personal Matter 1.57 .572 -.246* -.267*
Additional break 1.96 .549 -.268* -.246*
Worked slower 1.58 .636 -.324** -.321**
Padded an account 1.26 .571 -.098 -.198
Accepting gift 1.17 .377 -.058 .014
Taking property 1.19 .399 -.016 -.034
INTERPERSONAL
DEVIANCE
Favoritism 1.49 .576 -.205 -.364**
Blaming others 1.39 .566 -.241* -.298**
Gossip 1.96 .733 .041 -.042
Cursed others 1.21 .408 -.027 .029
Harassing remark 1.22 .448 .085 .049
Physical Intimidation 1.09 .289 .036 -.067
THE ASSOCIATION BETWEEN LEADERSHIP AND DEVIANT
BEHAVIOR
25. • The association between leadership behavior and the
occurrence of deviant behavior show that employees
acknowledge and admit that leaders are important and
significantly influence their behavior
• The significant negative relationship that exist shows
that leaders as a source of reliable role model
• Strong emphasis on control and flexibility leadership can
have a positive effect on employees’ behavior
• While insignificant correlation indicates that influence of
other factors on employees behavior; other contextual,
situational and personal factors
26. CONCLUSION
• Control and flexible leaderships are practiced
• The presence of all deviant behaviors create
awareness and generate proactive measures to
prevent the problem
• The association between leadership behavior and
deviant behavior support deviance studies, which
claims that negative behavior as a response to
perceive negative work environment
• To avoid deviant behavior, control and flexibility
leadership is a necessity