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Effects of trust and psychological contract violation on authentic leadership and organizational deviance

Author

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  • Hakan Erkutlu
  • Jamel Chafra

Abstract

Purpose - The aim of this article is to examine the relationships between authentic leadership and organizational deviance and to test the moderating effects of trust and psychological contract violation on that relationship. Design/methodology/approach - Data were collected from ten state universities in Turkey. The sample included 848 lecturers and their department chairs chosen randomly. Moderated hierarchical regression was used to examine the moderating roles of trust and psychological contract violation on the authentic leadership and organizational deviance relationship. Findings - The results show that authentic leadership is negatively and significantly correlated with organizational deviance. In addition, the results of the hierarchical multiple regression analyses support the moderating effects of employee trust and psychological contract violation with regard to the relationship between authentic leadership and organizational deviance. Practical implications - Given that authentic leadership is associated with valued organizational outcomes such as lower workplace deviance, higher followers' commitment, job satisfaction and citizenship behaviors, organizational efforts to foster authentic leadership should prove fruitful. Moreover, focusing on efforts to improve leader‐follower relationship and to create a trust‐based work environment could increase the likelihood that authentic leadership will lower level of workplace deviance. Originality/value - This study contributes to the research on authentic leadership and workplace deviance by showing that trust and psychological contract are relevant affect‐related variables in determining the importance of authentic leadership perception to subordinate workplace deviance. Furthermore, by incorporating trust and psychological contract (for the first time), it is a response to recent calls for integration of authentic leadership, organizational deviance, trust and psychological contract literatures (Gardneret al.; Ilieset al.). These calls have contended that trust and high quality leader‐follower relations are fundamental to linking authentic leader behavior to follower behaviors, yet to date empirical evidence does not exist.

Suggested Citation

  • Hakan Erkutlu & Jamel Chafra, 2013. "Effects of trust and psychological contract violation on authentic leadership and organizational deviance," Management Research Review, Emerald Group Publishing Limited, vol. 36(9), pages 828-848, August.
    • Handle: RePEc:eme:mrrpps:v:36:y:2013:i:9:p:828-848
    DOI: 10.1108/MRR-06-2012-0136
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    Citations

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    Cited by:

    1. Protsiuk Olga, 2019. "The Relationships Between Psychological Contract Expectations and Counterproductive Work Behaviors: Employer Perception," Journal of Management and Business Administration. Central Europe, Sciendo, vol. 27(3), pages 85-106, September.
    2. Yucheng Zhang & Yongxing Guo & Meng Zhang & Shan Xu & Xin Liu & Alexander Newman, 2022. "Antecedents and outcomes of authentic leadership across culture: A meta-analytic review," Asia Pacific Journal of Management, Springer, vol. 39(4), pages 1399-1435, December.
    3. Yuyan Zheng & Les Graham & Jiing-Lih Farh & Xu Huang, 2021. "The Impact of Authoritarian Leadership on Ethical Voice: A Moderated Mediation Model of Felt Uncertainty and Leader Benevolence," Journal of Business Ethics, Springer, vol. 170(1), pages 133-146, April.
    4. Susanne Braun & Lars Hornuf, 2015. "Leadership and persistency in spontaneuous dishonesty," IAAEU Discussion Papers 201510, Institute of Labour Law and Industrial Relations in the European Union (IAAEU).
    5. Sumaira Rehman & Shahzad Ali & Muhammad Sajjad Hussain & Aamir Zamir Kamboh, 2019. "The Role of Physiological Contract Breach on Employee Reactions: Moderating Role of Organizational Trust," Pakistan Journal of Humanities and Social Sciences, International Research Alliance for Sustainable Development (iRASD), vol. 7(2), pages :233-244, June.
    6. Zainab Mahfooz & Aniqa Arshad & Qasim Ali Nisar & Maryam Ikram & Muhammad Azeem, 2017. "Does Workplace Incivility & Workplace Ostracism influence the Employees’ Turnover Intentions? Mediating Role of Burnout and Job Stress & Moderating Role of psychological Capital," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 7(8), pages 398-413, August.
    7. Raja Muhamad Yusof & Nek Kamal Yeop Yunus & Ahmad Amri Zainal Adnan, 2019. "Examining Moderating Effect of Industrial Relations Climate on Workplace Spirituality and Counterproductive Work Behaviour," International Journal of Academic Research in Accounting, Finance and Management Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Accounting, Finance and Management Sciences, vol. 9(3), pages 353-363, July.
    8. Abdulhassan Abbas, Ali & Hurajah Al Hasnawia, Hussein, 2020. "Role of Psychological Contract Breach and Violation in Generating Emotional Exhaustion: The Mediating Role of Job Procrastination," Cuadernos de Gestión, Universidad del País Vasco - Instituto de Economía Aplicada a la Empresa (IEAE).
    9. Hafiza Bushra Huma & Tahir Liaquat, 2017. "Impact of Career Salience on the Employee Turnover with the Mediating role of Work Place Deviance: A study on Telecommunication sector of Pakistan," Bulletin of Business and Economics (BBE), Research Foundation for Humanity (RFH), vol. 6(3), pages 148-157, September.
    10. Mengying Wu & Rongsong Wang & Peixu He & Christophe Estay & Zubair Akram, 2020. "Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor–Subordinate Exchange Guanxi," IJERPH, MDPI, vol. 17(15), pages 1-18, July.

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