The Effect of Ethical Leadership on Deviant Behaviours

The Effect of Ethical Leadership on Deviant Behaviours

One of the problems of today's society is the existence of behaviours such as lack of work,

aggression, bullying, plunder, and so on. These behaviours affect the performance of

organizations as well as on interpersonal relationships and the spirit of employee collaboration

(Woo, 2019). The emergence of such behaviours, called organizational behaviour, as deviant

behaviours, affects the extent of the organization's development. In the past decade, the issue of

work deviations and deviant behaviours in the workplace has been considered by many research

studies (Pletzer et al., 2019). Deviant behaviours in the organization have economic, social and

psychological effects. For example, the cost of stealing by employees in the United States is

categorized deviant behaviours into two categories of individual deviations and organizational

deviations. Individual deviations are deviations directed towards individuals, such as rude

behaviours with colleagues and organizational deviations, a diversion that is directed at the

organization, such as a reluctance to try. The performed research focuses on the role of leaders in

shaping the concepts and behaviour of followers in the organization (Venus Lun et al, 2016).

Leaders are one of the factors influencing the behaviour of organizational members that define

values and norms and provide an image of the organization. Leaders have an effective role in the

way and amount of trust in the organization, creating mutual respect, identifying and correcting

problems and paying rewards or punishing them. Also, leadership skills in managing change,

conflicts, and managing communication and time management also play an important role in

guidelines through the process of social learning. In accordance with the theory of social learning

of individuals, they observe actions and decisions of role models and after-effects, and then

imitate what they observe (Resick et al., 2013). The structure of ethical leadership is based on the

theory of social learning. Based on this theory, ethical behaviour based on ethical values leads to

the attention and modelling of those who are witnesses to these ethical behaviours and values.

(Taqizadeh et al., 2014). Ethical leadership is a form of leadership that requires the development

of ethical standards and employee behaviour management, and implements ethical standards

with their behaviours (Yilmaz, 2010).

Ethics are the heart of leadership (Ko et al., 2019). Ethics as the regulator of human relationships

has always been of great importance. In management discussions, this internal mechanism,

without the need for external leverage, can ensure ethical performance in employees and create

organizational citizenship behaviours and deviant behaviours.

The use of an ethical leadership style provides managers with a good opportunity to enhance

their organization while enhancing citizenship behaviour and reducing deviant behaviours in the

organization (De Cremer & Vandekerckhove, 2016). Ethical leadership can motivate positive

work behaviours and lead to a reduction in misconduct (De Wolde et al, 2014). In organizations

with leaders who use ethical leadership style and behave in accordance with ethical values with

employees, employee misconduct decreases (Mayer et al., 2009). Researchers believe that in

addition to personal characteristics of employees, the type or quality of leadership can play an

important role in enhancing or inhibiting such behaviours (Pradhan et al., 2014). Recent research

by Jones (2009), also shows that misconduct decreases when managers are respected and

behaviour and employee behaviour through significant increases in work. Rezek et al. (2013),

examined the role of moral perception as a psychological mechanism in relation to ethical

leadership with the involvement of employees in employee voluntary behaviours. Their findings

showed that there is a negative relationship between ethical leadership and deviant behaviour

(0.28), and organizational citizenship behaviour has a positive relationship (0.36).

Avi et al. (2011), examined the relationship between ethical leadership and followers'

behaviours. The results of their research have shown that ethical leadership has a positive

relationship with the citizenship behaviour of followers and negative relation with their deviant

behaviour. The results of their research have also shown that this relationship is moderated

through the self-confidence variable. In other words, when followers are more confident, the

the workplace through emotional commitment and ethical atmosphere. Baharlo et al. (1394)

investigated the relationship between ethical leadership and organizational citizenship behaviour.

The results indicate a direct relationship between ethical leadership and organizational

citizenship behaviour and indirect positive relationship of ethical leadership through

organizational commitment, leader- member exchange model and job satisfaction and

organizational citizenship behaviour.

In general, morality in organizations is defined as a system of values, needs, and desires, in

which the good and bad of the organization are specified and the bad action distinguished from

the good one. Humans in the individual and personal dimension have special moral attributes

that shape their thinking, speech and behaviour. These individuals, when placed in a particular

position their human attributes can affect the effectiveness and effectiveness of the organization.

for employees to abide by thus promoting right conduct (Nicolaides, 2016). Hence, they focus on

research on professional ethics (Amiri et al., 2010).

One of the main concerns of efficient managers at different levels is how to create suitable

platforms for human factors working in all professions so as to work with the sense of

responsibility and commitment when faced with issues in their community and profession. In

addition, they need to comply with the ethical principles which governing their occupation and

profession. With regard to the positive effects of professional ethics, it can be said that one of the

key factors for the success of organizations is professional ethics. Whatever professional ethics

in organizations is to be taken into account by managers and staff, the organization will be more

successful in reaching its predicted goals (Caroline & Chris, 2007). Success in an organization

(Krapfl & Kruja, 2015).

Management means individuals working with groups to achieve organizational goals. The key to

success is that all managers need to have social and human skills. So, at least in certain stages of

his or her life, one is a manager. The most important skill of a manager is the ability to adapt and

deal with people. The profile of a healthy organization is that the physical and mental health is

equally considered by the manager, whose emphasis is on production and productivity. In a

healthy society, the responsibility of organizations is not limited to providing profit-making

services by the employees of that organization, and effective management is not achieved

without consideration of the mental health of the employees.

The issue of organizational behaviour is a complex issue, but it is also an influential and crucial

empower and optimize their existing human resources. From the perspective of today, issues

related to employee behaviour are considered to be beyond the scope of occupational and

organizational homework, and this discussion has been studied as "corporate citizenship

inform business practices so that a desired objective is achievable (Nicolaides, 2015).

Managers and leaders in organizations must rely on their skills to manage ethical values within

their organization. The behaviour of managers of organizations, especially operational managers

who are directly related to manpower, has a major impact on human resource productivity and

organizational growth and success (Nicolaides, 2015). If the relationship between managers and

employees is based on professional ethics, then this organization will definitely achieve its goals.

Also, if it is based on unethical behaviour, it will certainly prevent the organization from

achieving its goals. Therefore, how to manage the managers of organizations should be such that

by combining ethics with the current rules, the culture of useful work in the organization can be

expanded. Managers who do not care about the human dimension and professional ethics in the

ultimately leads to the departure of the organization. Today, many of the organizational problems

are the lack of proper and professional communication between managers and employees.

Because experience shows that many managers are doing unfair behaviours with the employees

due to lack of familiarity with management science and techniques as well as professional ethics,

which ultimately leads to organizational silence or quit service from the elite employees of the

organization. Therefore, one of the problems of organizations where professional ethics is not

followed by its managers, the vacancy of the undergraduate body is prone to entrepreneurial

forces. Because the unprofessional behaviour of managers has led to the silence of many

undergraduate elite employees, or such experts at technical meetings, instead of commenting and

expressing their technical opinions, try to confirm their superiors' remarks. Such issues are

deadly and dangerous for any organization as a poison, and they break down organizations.