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

buir.contributor.authorChafra, Jamel
dc.citation.epage213en_US
dc.citation.issueNumber4en_US
dc.citation.spage197en_US
dc.citation.volumeNumber12en_US
dc.contributor.authorErkutlu, H.en_US
dc.contributor.authorChafra, Jamelen_US
dc.date.accessioned2020-02-06T11:17:41Z
dc.date.available2020-02-06T11:17:41Z
dc.date.issued2019
dc.departmentTourism and Hotel Managementen_US
dc.description.abstractThe 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.en_US
dc.identifier.doi10.1108/IJWHM-12-2018-0154en_US
dc.identifier.issn1753-8351
dc.identifier.urihttp://hdl.handle.net/11693/53139
dc.language.isoEnglishen_US
dc.publisherEmerald Group Publishingen_US
dc.relation.isversionofhttps://dx.doi.org/10.1108/IJWHM-12-2018-0154en_US
dc.source.titleInternational Journal of Workplace Health Managementen_US
dc.subjectOrganizational devianceen_US
dc.subjectPsychological safetyen_US
dc.subjectMoral disengagementen_US
dc.subjectLeader psychopathyen_US
dc.titleLeader psychopathy and organizational deviance: the mediating role of psychological safety and the moderating role of moral disengagementen_US
dc.typeArticleen_US

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