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The HoneyComb Paradigm for Research on Collective Human Behavior
Published on: January 19, 2019
Socialized charismatic leadership, values congruence, and deviance in work groups
Michael E Brown1, Linda K Treviño
1Sam and Irene Black School of Business, Pennsylvania State University, Erie, PA 16563-1400, USA. mbrown@psu.edu
The Journal of Applied Psychology
|July 13, 2006
Summary
Socialized charismatic leadership, characterized by ethical conduct, was found to reduce both interpersonal and organizational deviance in work groups. Values congruence partially mediated this effect, highlighting its role in ethical leadership outcomes.
Area of Science:
- Organizational Behavior
- Leadership Studies
- Workplace Ethics
Background:
- Socialized charismatic leaders are theorized to foster ethical environments.
- Workplace deviance poses significant costs to organizations.
- Understanding leadership's impact on ethical behavior is crucial.
Purpose of the Study:
- To investigate the relationship between socialized charismatic leadership and workplace deviance.
- To examine the mediating role of values congruence in this relationship.
- To provide insights for management practices and future research.
Main Methods:
- A field study was conducted with work groups.
- Socialized charismatic leadership was assessed.
- Interpersonal and organizational deviance were measured.
- Values congruence was analyzed as a mediator.
Main Results:
- Socialized charismatic leadership was negatively associated with both interpersonal and organizational deviance.
- The hypothesized mediating role of values congruence was partially supported.
- Findings indicate that ethical leadership can mitigate negative workplace behaviors.
Conclusions:
- Socialized charismatic leadership is linked to reduced workplace deviance.
- Values congruence plays a partial role in this leadership effect.
- Organizations can benefit from promoting ethical leadership styles.
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