Abstract
This study investigated the effects of transformational leadership and
organizational ethical climate on workplace deviance in non-profit
organizations. Managers, coordinators, community facilitators and
social organizers were selected by convenience sampling and data were
collected using self-administered questionnaires. A total of 500
questionnaires were distributed of which 324 were usable. Results of
this study show a positive relationship between transformational
leadership and organizational ethical climate, and a negative
association between transformational leadership and workplace
deviance. The result of this study also indicated a negative association
between organizational ethical climate and workplace deviance.
Results further revealed that organizational ethical climate mediates
the relationship between transformational leadership behavior and
workplace deviance. Thus, to reduce the emergence of workplace
deviance, organizational decision makers should seek to select, train
and retain authentic transformational leaders, specifically those who
have the ability to promote the establishment of ethical organizational
climate. Lastly, this is the first study to examine the interrelationship
between transformational leadership, ethical climate, and workplace
deviance, specifically in the non-profit organizations of Pakistan.
Muhammad Yasir, Farhan Jamil, Muhammad Adil, Muhammad Hamayun, Sobia Irum. (2017) Direct and Indirect Effects of Transformational Leadership on Workplace Deviance: Evidence from NonProfit Organizations of Pakistan , Journal of Managerial Sciences, Volume 11, Issue 4.
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