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      Leader psychopathy and organizational deviance: the mediating role of psychological safety and the moderating role of moral disengagement

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      Author(s)
      Erkutlu, H.
      Chafra, Jamel
      Date
      2019
      Source Title
      International Journal of Workplace Health Management
      Print ISSN
      1753-8351
      Publisher
      Emerald Group Publishing
      Volume
      12
      Issue
      4
      Pages
      197 - 213
      Language
      English
      Type
      Article
      Item Usage Stats
      382
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      814
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      Abstract
      The purpose of this paper is to analyze the relationship between leader psychopathy and organizational deviance. In particular, the authors introduce employee’s psychological safety as the mediator. Furthermore, the moderating role of moral disengagement in the relationship between leader psychopathy and organizational deviance is also considered. Design/methodology/approach – The data of this study include 611 certified nurses from 9 university hospitals in Turkey. The proposed model was tested by using hierarchical multiple regression analysis. Findings – The results of this study supported the positive effect of leader psychopathy on organizational deviance along with the mediating effect of employee’s psychological safety. Furthermore, when the level of moral disengagement is low, the relationship between leader psychopathy and organizational deviance is weak, whereas the effect is strong when the level of moral disengagement is high. Practical implications – The findings of the study recommend that administrators in the healthcare industry ought to be sensitive in treating their subordinates, since it will result in positive organizational relationship, which, subsequently, will certainly reduce organizational deviance. Furthermore, they have to pay more focus on the buffering role of moral disengagement for all those subordinates with high distrust and displaying organizational deviance. Originality/value – This paper contributes to the literature about workplace deviance by uncovering the relational mechanism between leader psychopathy and employee organizational deviance. Furthermore, it includes practical assistance to healthcare employees and their leaders interested in building trust, increasing leader–employee relationship and reducing organizational deviance.
      Keywords
      Organizational deviance
      Psychological safety
      Moral disengagement
      Leader psychopathy
      Permalink
      http://hdl.handle.net/11693/53139
      Published Version (Please cite this version)
      https://dx.doi.org/10.1108/IJWHM-12-2018-0154
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