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Counterproductive Leader Behavior. Hannah L. Jackson & Deniz S. Ones . Counterproductive Leader Behavior. Intentional behavior enacted by leaders that involves misuse of position or authority for personal and/or organizational benefit

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counterproductive leader behavior

Counterproductive Leader Behavior

Hannah L. Jackson &

Deniz S. Ones

counterproductive leader behavior1
Counterproductive Leader Behavior
  • Intentional behavior enacted by leaders that involves misuse of position or authority for personal and/or organizational benefit
  • Leader behavior may be acceptable by the organization’s standards but violate societal norms
counterproductive workplace behavior cwb
Counterproductive Workplace Behavior (CWB)
  • CWB is intentional/volitional behavior enacted by employees and viewed by the organization as contrary to its legitimate interests
cwb and leaders
CWB and Leaders
  • Researchers have tended to treat leaders and their behaviors as essentially distinct from those considered in existing CWB theories and models
the prevalence of cwb
The Prevalence of CWB
  • CWB has been recorded for workers of all types of organizations and for employees at all levels within them, whether they be salaried professionals or nonprofessionals, managers or non-supervisory employees
why examine leaders and cwb
Why Examine Leaders and CWB?
  • Opportunities for serious misconduct are at least as great among managers and executives
  • A handful of leaders engaging in CWB can do as much if not more damage than a large number of front-line workers
leaders and ethics
Leaders and Ethics
  • Ethical issues are ever present for leaders, who must continually face conflicting stakeholders, interests, and values
transformational leadership
Transformational Leadership
  • Communicating a collective vision and inspiring their followers to look beyond self-interests and perform for the good of the group
transactional leadership
Transactional Leadership
  • Controlling followers’ behaviors and handling problems by engaging in some transaction between the leader and subordinate
what makes an unethical leader
What Makes an Unethical Leader?
  • Frequently operate with egotistic intent
  • Employ controlling versus empowering strategies to influence followers
  • Fail to abstain from vices
taking a broad view of cwb
Taking a Broad View of CWB
  • Allows researchers to generalize to unstudied but related behavior
  • The possibility of a unified concept or dimension of CWB
  • The possibility of finding common antecedents
one view of cwb
One View of CWB
  • CWB can be grouped into broad categories:
    • Property Deviance - acquisition or damage of employer assets
    • Production Deviance - violation of norms specifying the quality and quantity of work to be accomplished
    • Interpersonal CWB – Sexual harassment and verbal abuse
a recent model of cwb
A Recent Model of CWB
  • CWB can be distinguished between behaviors targeted at the organization and behaviors targeted at organization members
  • Further divided by behaviors directly related to job performance and behaviors not related to job performance
what about leaders
What About Leaders?
  • It seems likely that misconduct by leaders has elements in common with misconduct by others
  • If leadership behavior is different, this represents an opportunity to expand the CWB construct
antecedents of cwb
Antecedents of CWB
  • Considering both personality and environmental antecedents will be essential for a complete understanding of CWB
individual difference as antecedents
Individual Difference as Antecedents
  • Problems in socialization
  • Attitudes regarding deviance and theft
  • Problems with authority
  • Excitement seeking
  • Social influence
  • Unstable upbringing
  • Unmet needs
situational influences as antecedents
Situational Influences as Antecedents
  • Inflexible policies
  • Organizational injustice
  • Competitive environment
  • Economic conditions
  • Reward systems
  • Adverse working conditions
  • Organizational culture
environmental factors
Environmental Factors
  • Leaders have some control over the situational factors that might influence CWB therefore it is worth considering individual differences
individual differences leadership and cwb
Individual Differences, Leadership, and CWB
  • Integrity tests substantially predict CWB
  • The big five personality variables of agreeableness, conscientiousness and emotional stability are associated with CWB
perpetrators explanations for their cwb
Perpetrators’ Explanations for Their CWB
  • Denial of harm
  • Unnecessary or unjust laws
  • Achievement vital to economic goals or even survival
  • Expectations and pressure from others
  • Everybody else is doing it
guidelines for hr
Guidelines for HR
  • Train employees to reflect upon a proposed action or decision from another perspective
guidelines for hr continued
Guidelines for HR Continued
  • Consider some form of performance evaluation approach to enable others to focus not only on the numbers/financials produced by leaders, but also how they were met
guidelines for hr continued1
Guidelines for HR Continued
  • Foster an ethical environment through:
    • Mechanisms for reporting and discussing perceived ethical issues/problems without fear of retribution
    • Verification procedures for code-compliance during key activities
guidelines for hr continued2
Guidelines for HR Continued
  • Senior leaders should be encouraged to share information publicly about important organizational decisions
  • Senior officials should signal support for ethical values
reversing cwb
Reversing CWB
  • External change agents are likely to be the most successful because:
    • They signal a break with the past and an intention to change for the future
    • They bring with them a different perspective that promotes questions about long held practices
summary
Summary
  • This chapter examined:
  • The construct of CWB
  • Antecedents to CWB
  • Leadership and CWB
  • Environmental factors and CWB
  • Guidelines to prevent CWB