1- Department of psychology, Faculty of Educational Sciences and Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran , sayedalimarashi@scu.ac.ir
2- Department of psychology, Faculty of Educational Sciences and Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran
2- Department of psychology, Faculty of Educational Sciences and Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran
Abstract: (720 Views)
Abstract
Purpose: The purpose of the present study was to investigate the effects of leadership styles on employees' deviant behavior with the mediating role of perceived politicization and the moderating role of social support among employees working in Abadan Oil Refining Company. In the proposed research model, leadership style was the independent variable and workplace deviance functioned as the dependent variable; besides, perceived organizational politicization played the role of mediating variable.
Methodology: The method of the current research was correlational. The statistical sample consisted of 480 individuals whom we selected from among the employees of Abadan Oil Refinery Company using a multi-stage random sampling method. Using structural equation modeling, we evaluated the conceptual research model.
Findings: The results show that all the direct paths are significant, except for the transactional leadership style regarding perceived politicization. Also, the mediating effect of perceived politicization between ethical and transformational leadership styles and deviant behaviors in the workplace is significant. However, the moderating role of social support between perceived politicization and workplace deviance is not significant.
Originality: For the first time in Iran, the present research has investigated the impact of organizational leadership styles on creating a politicizing atmosphere in the organization and its ability to control this phenomenon.
Purpose: The purpose of the present study was to investigate the effects of leadership styles on employees' deviant behavior with the mediating role of perceived politicization and the moderating role of social support among employees working in Abadan Oil Refining Company. In the proposed research model, leadership style was the independent variable and workplace deviance functioned as the dependent variable; besides, perceived organizational politicization played the role of mediating variable.
Methodology: The method of the current research was correlational. The statistical sample consisted of 480 individuals whom we selected from among the employees of Abadan Oil Refinery Company using a multi-stage random sampling method. Using structural equation modeling, we evaluated the conceptual research model.
Findings: The results show that all the direct paths are significant, except for the transactional leadership style regarding perceived politicization. Also, the mediating effect of perceived politicization between ethical and transformational leadership styles and deviant behaviors in the workplace is significant. However, the moderating role of social support between perceived politicization and workplace deviance is not significant.
Originality: For the first time in Iran, the present research has investigated the impact of organizational leadership styles on creating a politicizing atmosphere in the organization and its ability to control this phenomenon.
Keywords: Leadership Styles, Workplace Deviance, Perceived Organizational Politicizing, Perceived Social Support.
Type of Study: Research |
Subject:
Ethics & Administrative Integrity
Received: Dec 05 2023 | Accepted: Oct 16 2024
Received: Dec 05 2023 | Accepted: Oct 16 2024
References
1. Abaspour, F., Taherpour Kalantari, H., & Rasouli Ghahroodi, M. (2016). The Effects of Organizational Politics on Employee Performance in a Public Bank in Tehran: Controlling Clarity, Feedback, and Organizational Support (Elements of ACHIEVE Model). Management and Development Process, 29(3), 105-122.[In Persian]
2. Aquino, K., Lewis, M. U., & Bradfield, M. (1999). Justice constructs, negative affectivity, and employee deviance: A proposed model and empirical test. Journal of organizational behavior, 20(7), 1073-1091. [DOI:10.1002/(SICI)1099-1379(199912)20:73.0.CO;2-7]
3. Ariza-Montes, A., Arjona-Fuentes, J. M., Radic, A., Han, H., & Law, R. (2021). Workplace bullying and presenteeism in the cruise industry: Evaluating the effect of social support. International Journal of Hospitality Management, 94, 102863. [DOI:10.1016/j.ijhm.2021.102863]
4. Bashir, M., Abrar, M., Yousaf, M., Saqib, S., & Shabbir, R. (2019). Organizational politics and workplace deviance in :union:ized settings: Mediating role of job stress and moderating role of resilience. Psychology Research and Behavior Management, 943-959. [DOI:10.2147/PRBM.S213672] [PMID] []
5. Bergeron, D. M., & Thompson, P. S. (2020). Speaking up at work: the role of perceived organizational support in explaining the relationship between perceptions of organizational politics and voice behavior. The Journal of Applied Behavioral Science, 56(2), 195-215. [DOI:10.1177/0021886319900332]
6. Bright, T. (2023). 3 Politics and culture. EBOOK: Coaching, Mentoring and Organisational Politics, 41.
7. Bustomi, T., Aliah, N., Kasmita, M., Asmar, A., & Syarifuddin, S. (2024). Transformational Leadership as the Basis of Public Services In Indonesia. Jurnal Pallangga Praja (JPP), 6(1), 75-80.
8. Cheng, Y.-N., Hu, C., Wang, S., & Huang, J.-C. (2024). Political context matters: a joint effect of coercive power and perceived organizational politics on abusive supervision and silence. Asia Pacific Journal of Management, 41(1), 81-106. [DOI:10.1007/s10490-022-09840-x]
9. De Clercq, D., & Belausteguigoitia, I. (2017). Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources. Journal of Management & Organization, 23(5), 689-708. [DOI:10.1017/jmo.2017.7]
10. De Clercq, D., & Pereira, R. (2024). Perceived organizational politics, organizational disidentification and counterproductive work behaviour: Moderating role of external crisis threats to work. International Journal of Organizational Analysis, 32(1), 183-205. [DOI:10.1108/IJOA-10-2022-3442]
11. Doucet, T. C., Duinker, P. N., Zurba, M., Steenberg, J. W., & Charles, J. D. (2024). Perspectives of successes and challenges in collaborations between non-governmental organization and local government on urban forest management. Urban Forestry & Urban Greening, 93, 128220. [DOI:10.1016/j.ufug.2024.128220]
12. Dwamena-Asare, E. (2023). Leadership styles and employee performance among staff at the Cape Coast Technical University: The mediating role of organisational politics. University of Cape Coast.
13. Fashola, A., Akanni, A., & Ajila, C. (2017). Leadership style and perceived organisational politics as predictors of organisational commitment among civil servants in Osun State. Issues in Economics and Business, 3(2), 1-29. [DOI:10.5296/jad.v2i2.10042]
14. Gok, K., Sumanth, J. J., Bommer, W. H., Demirtas, O., Arslan, A., Eberhard, J., . . . Yigit, A. (2017). You may not reap what you sow: How employees' moral awareness minimizes ethical leadership's positive impact on workplace deviance. Journal of Business Ethics, 146, 257-277. [DOI:10.1007/s10551-017-3655-7]
15. Hanif, M. I., Waheed, N., Hamid, A. B. A., & Mahmood, Z. (2018). The impact of organizational politics on job satisfaction & organizational commitment: moderating role of perceived social support. Pakistan Journal of Social Sciences, 38(2), 551-565.
16. Hochwarter, W. A., Rosen, C. C., Jordan, S. L., Ferris, G. R., Ejaz, A., & Maher, L. P. (2020). Perceptions of organizational politics research: Past, present, and future. Journal of Management, 46(6), 879-907. [DOI:10.1177/0149206319898506]
17. Hogan, J., & Hogan, R. (2018). How to measure employee reliability Occupational Crime (pp. 377-383): Routledge. [DOI:10.4324/9781315193854-21]
18. Hyusein, A., & Eyupoglu, S. Z. (2023). Ethical Leadership and Perceived Organisational Politics: The Mediating Role of Social Loafing. International Journal of Organizational Leadership, 12(2), 125-143. [DOI:10.33844/ijol.2023.60354]
19. Khattak, M. N., & O'Connor, P. (2021). The interplay between servant leadership and organizational politics. Personnel Review, 50(3), 985-1002. [DOI:10.1108/PR-03-2020-0131]
20. Khuwaja, U., Ahmed, K., Abid, G., & Adeel, A. (2020). Leadership and employee attitudes: The mediating role of perception of organizational politics. Cogent Business & Management, 7(1), 1720066. [DOI:10.1080/23311975.2020.1720066]
21. Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of management, 43(6), 1854-1884. [DOI:10.1177/0149206315575554]
22. LaRocco, J. M., House, J. S., & French Jr, J. R. (1980). Social support, occupational stress, and health. Journal of health and Social Behavior, 202-218. [DOI:10.2307/2136616] [PMID]
23. Lee, K.-S., Kim, Y.-S., & Shin, H.-C. (2023). Effect of hotel employees' organizational politics perception on organizational silence, organizational cynicism, and innovation resistance. Sustainability, 15(5), 4651. [DOI:10.3390/su15054651]
24. Malik, O. F., & Pichler, S. (2024). Organizational politics, anger and workplace cyberbullying perpetration: a multigroup analysis of gender. Management Research Review. [DOI:10.1108/MRR-08-2023-0622]
25. Mathotaarachchi, K. P. (2017). The Relationship between bosses' leadership style and employees' perceived internal politics. International Journal for Advance Research and Development, 2(12), 66-69.
26. Mawritz, M. B., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. V. (2012). A trickle‐down model of abusive supervision. Personnel psychology, 65(2), 325-357. [DOI:10.1111/j.1744-6570.2012.01246.x]
27. Mekonnen, M., & Bayissa, Z. (2023). The effect of transformational and transactional leadership styles on organizational readiness for change among health professionals. SAGE open nursing, 9, 23779608231185923. [DOI:10.1177/23779608231185923] [PMID] []
28. Mosquera, P., Tigre, F. B., & Alegre, M. (2024). Overcoming organizational politics and unlocking meaningful work through ethical leadership. International Journal of Ethics and Systems. [DOI:10.1108/IJOES-04-2024-0108]
29. O'Hare, D., Gaughran, F., Stewart, R., & da Costa, M. P. (2024). A cross-sectional investigation on remote working, loneliness, workplace isolation, well-being and perceived social support in healthcare workers. BJPsych Open, 10(2), e50. [DOI:10.1192/bjo.2024.7] [PMID] []
30. Ruijer, E., Détienne, F., Baker, M., Groff, J., & Meijer, A. J. (2020). The politics of open government data: Understanding organizational responses to pressure for more transparency. The American review of public administration, 50(3), 260-274. [DOI:10.1177/0275074019888065]
31. Sagnak, M. (2017). Ethical Leadership and Teachers' Voice Behavior: The Mediating Roles of Ethical Culture and Psychological Safety. Educational Sciences: Theory and Practice, 17(4), 1101-1117.
32. Schneider, R. C. (2016). Understanding and managing organizational politics.
33. Sheikh, L., Rehman, W., & Sundas, S. (2020). Predicting the Consequences of Perceived Organizational Politics on Work-Related Outcomes: A Mediating Role of Work Engagement and Organizational Commitment. Pakistan Social Sciences Review, 4, 246-264. [DOI:10.35484/pssr.2020(4-IV)18]
34. Susanto, P. C., Agusinta, L., Setyawati, A., & Panjaitan, A. R. P. (2023). Determinant Organization Commitment and Development Organization: Analysis Servant Leadership, Transformational Leadership, Transactional Leadership. Formosa Journal of Multidisciplinary Research, 2(3), 541-558. [DOI:10.55927/fjmr.v2i3.3356]
35. Turi, J. A., & Sarfraz, M. (2023). The impact of perceived organizational politics and political risk on project success through ethical leadership and the psychological contract. Kybernetes, 52(11), 4829-4845. [DOI:10.1108/K-11-2021-1192]
36. Tziner, A., Drory, A., & Shilan, N. (2021). Perceived organizational politics, leadership style and resilience: How do they relate to OCB, if at all. International Business Research, 14(2), 1-1. [DOI:10.5539/ibr.v14n2p1]
37. Yazdanshenas, M., & Aghaei, M. (2019). A Model for the Effects of Ethical Work Climate, Organizational Trust and Proactive Customer Services Performance: The Role of Perceived Politicizing in Organization's Reward System. Management and Development Process, 32(1), 135-157. [In Persian] [DOI:10.29252/jmdp.32.1.135]
38. Zhou, J., & Ferris, G. R. (1995). The Dimensions and Consequences of Organizational Politics Perceptions: A Confirmatory Analysis 1. Journal of Applied Social Psychology, 25(19), 1747-1764. [DOI:10.1111/j.1559-1816.1995.tb01816.x]
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution 4.0 International License. |