ISLAMIC LEADERSHIP AND WORKPLACE DEVIANCE: WHAT ARE THE INTERACTIONS?

Abstract

Organizations increasingly understand that meeting their ambitions to seek optimal productivity and flexibility in ambiguous situations do not only require new technologies, but innovation on the organizational level. Recent studies in human resources management focus around Islamic leadership and its impact on employees and organizations in terms of work ethics, employee performance and satisfaction. The paper addresses gap in Western European studies and aims to provide conceptual clarity between Islamic leadership and workplace deviance. The scientific literature analysis and synthesis, chronology, analogy and comparison were performed to analyze what are the interactions between Islamic leadership and workplace deviance. Theoretical contributions included Islamic leadership, organizational interventions and adoption of Islamic spirituality through organizational values and religiosity perspective to generate positive outcomes, enriched intrinsic motivation and increased well-being of employees to fight back with workplace deviance. The findings are vital for various organizations with the high degree of diversity to understand the importance of spiritual leadership for the specific managerial implications to cope with deviant behaviors like taking excessive breaks, intentionally working slow, stealing or destroying office equipment, corruption, personal aggression and others.

Keywords

• Islamic spirituality,value congruence,islamic leadership,workplace deviance

İSLAM LİDERLİĞİ VE İŞYERİNDEKİ ÖRGÜTSEL SAPMA: ETKİLEŞİMİ NEDİR?

Abstract

Kuruluşlar, belirsiz durumlarda optimum üretkenlik ve esneklik talep etme arzularını yerine getirmenin yalnızca yeni teknolojiler üreterek değil aynı zamanda organizasyonel düzeyde yenilik yapılarak gerçekleştireleceğini giderek daha fazla anlamaktadırlar. İnsan kaynakları yönetimi konusundaki yakın tarihli çalışmalar, İslam liderliği ve iş etiği, çalışanların performansı ve memnuniyet etkenlerinin çalışanlar ve organizasyonlar üzerindeki etkisi üzerine odaklanmaktadır. Bu çalışma, Batı Avrupa çalışmalarındaki boşluğu ele almakta ve İslami liderlik ile işyerindeki örgütsel sapma arasında kavramsal netlik sağlamayı amaçlamaktadır. İslami liderlik ve işyerindeki örgütsel sapma arasındaki etkileşimleri analiz etmek için bilimsel literatür analizi ve sentezi, kronoloji çalışması, benzetme ve karşılaştırma çalışmaları yapılmıştır. Kuramsal katkılar, İslami liderlik, organizasyonel müdahaleler ve örgütsel değerler, dindarlık bakış açısı ile İslami maneviyatın benimsenmesinin, olumlu sonuçların üretilmesinde, içsel motivasyonun zenginleştirilmesini ve işyerindeki örgütsel sapma ile mücadele edebilmek için çalışanların artan iyi hissetme halini içermektedir. Çalışmanın bulguları, yüksek düzeyde faaliyet gösteren çeşitli organizasyonların, aşırı molalar alma, bilinçli yavaş çalışma, ofis ekipmanlarını çalma ya da yok etme, yolsuzluk, kişisel saldırganlık gibi işyerindeki sapkın davranışlara engel olmada manevi liderliğin yüksek derecede önem taşıdığını göstermektedir.

Keywords

• İslam liderliği,manevi liderlik,İslami maneviyat,örgütsel sapma

References

1. Abbasi, A. S. et al. (2010). Role of Islamic leadership in value based corporate management: The case of Pakistan. African Journal of Business Management, 4(18), 4003-4020.
2. Abdelzaher, D., Latheef, Z., Abdelzaher, A. Recovering from conflict and uncertainty post Arab Spring: A model leveraging employees’ spiritual values, International Journal of Conflict Management, 2017, 28(2), 222-244.
3. Almoharby, D. The current world business meltdown: Islamic religion as a regulator. Humanomics, 2011, 27(2), 97-108.
4. Anisuzzaman, M., Majumder, M. Z. A. (1996). Leadership: Western and Islamic–A Conceptual and Explorative Study, published by Bangladesh Institute of Islamic Thought (BIIT).
5. Bao, Y. et al. (2013). The relationship between value incongruence and individual and organizational well‐being outcomes: an exploratory study among Catalan nurses. Journal of advanced nursing, 69(3), 631-641.
6. Bennett, R. J., Robinson, S. L. (2003). The past, present, and future of workplace deviance research.
7. Bhatti, O. K., Alam, M. A., Alam, M. A., Hassan, A., Hassan, A., ... and Sulaiman, M. (2016). Islamic spirituality and social responsibility in curtailing the workplace deviance. Humanomics, 32(4), 405-417.
8. Bushman, B. J., Anderson, C. A. (1998). Methodology in the study of aggression: Integrating experimental and nonexperimental findings. R. G. Geen, E. Donnerstein (Eds.), Human aggression: Theories, research, and implications for social policy, San Diego, CA: Academic Press.

9. Chawla, V. (2014). The effect of workplace spirituality on salespeople's organisational deviant behaviours: research propositions and practical implications. Journal of Business & Industrial Marketing, 29(3), 199-208.
10. Cheang H. S. Appelbaum S. H. (2015). Corporate psychopathy: deviant workplace behaviour and toxic leaders – part one. Industrial and Commercial Training, 47(4), 165-173.
11. De Clercq, D., Bouckenooghe, D. Raja, U. and Matsyborska, G. (2014). Unpacking the Goal Congruence-Organizational Deviance Relashionship: The Roles of Work Engagement and Emotional Intelligence. Journal of Business Ethics, 124, 695-711.
12. Dede, N. P., Ayranci, E. (2014). Exploring the connections among spiritual leadership, altruism, and trust in family businesses. Quality & Quantity, 2014, 48(6), 3373-3400
13. Egel, E. and Fry, L. W. (2017). Spiritual Leadership as a Model for Islamic Leadership. Public Integrity, 19(1), 77-95.
14. Erkutlu, H., Chafra, J. (2013). Effects of trust and psychological contract violation on authentic leadership and organizational deviance. Management Research Review, 36(9), 828-848.
15. Folger, R., Baron, R. A. (1996). Violence and hostility at work: A modelof reactions to perceived injustice. In G. R. VandenBos & E. Bulatao (Eds.), Violence on the job: Identifying risks and developing solutions. Washington, DC: American Psychological Association, 51-85.
16. Galanou, A. and Farrag, D. A. (2016). Toward the destinctive mode of leadership in business. Journal of Management Development, 34(8), 882-900.
17. Galperin, B. L., Burke, R. J. (2006). Uncovering the relationship between workaholism and workplace destructive and constructive deviance: An exploratory study. The International Journal of Human Resource Management, 17(2), 331-347.
18. Goode, E. (2015). Deviant behavior. Routledge.
19. Jensen, U. T. (2017, 25 September). Does Perceived Societal Impact Moderate the Effect of Transformational Leadership on Value Congruence? Evidence from a Field Experiment. Public Administration Review. From http://onlinelibrary.wiley.com/wol1/doi/10.1111/puar.12852/full
20. Karakas, F. Spirituality and performance in organizations: A literature review. Journal of business ethics, 2010, 94(1), 89-106.
21. Kazmi, A., Ahmad, K. (2013). Managing from Islamic perspectives: some preliminary findings from Malaysian Muslim managed organisations. EJBM-Special Issue: Islamic Management and Business, 5(11), 10-16.
22. Kriger, M., Seng, Y. (2005). Leadership with inner meaning: A contingency theory of leadership based on the worldviews of five religions. The Leadership Quarterly, 16(5), 771-806.
23. Langton, L., Piquero, N. L. (2007). Can general strain theory explain white-collar crime? A preliminary investigation of the relationship between strain and select white-collar offenses. Journal of Criminal Justice, 35(1), 1-15.
24. Lee, K., Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: the role of affect and cognitions. Journal of applied psychology, 87(1), 131.
25. Louw, K. R. et al. (2016). Mastery approach and performance approach: the differential prediction of organizational citizenship behavior and workplace deviance, beyond HEXACO personality. Motivation and Emotion, 40(4), 566-576.
26. Miller, B. K. (2015). Entitlement and conscientiousness in the prediction of organizational deviance, Personality and Individual Differences, 82, 114-119.
27. Mulki, J. P. et al. (2006). Emotional exhaustion and organizational deviance: Can the right job and a leader's style make a difference? Journal of Business Research, 59(12), 1222-1230.
28. Narayanan, K., Murphy, S. E. (2017). The Conceptual Framework of Workplace Deviant Behaviour: The Review. Journal of Human Values, 23(3), 218-233.
29. Raaj, G. V., Gunaseelan, R. (2017). Dark leadership and its impact on work place spirituality: An empirical study. Purusharta, 10(1), 32-42.
30. Robinson, S. L., O'Leary-Kelly, A. M. (1998). Monkey see, monkey do: The influence of work groups on the antisocial behavior of employees. Academy of Management Journal, 41(6), 658-672.
31. Robinson, S. L., Bennett, R. (1997). Workplace deviance: Its definition, its manifestations, and its causes. Research on Negotiations in Organizations, 6, 3-27.
32. Robinson, S. L., Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of management journal, 38(2), 555-572.
33. Rubbab, U. (2017). Impact of Work Family Conflict on Burnout and Workplace deviant behavior: Mediating Role of Stress. Jinnah Business Review, 5(1), 1-10.
34. Shaheen, S. et al. 2017. Examining Organizational Cronyism as an Antecedent of Workplace Deviant in Public Sector Organizations. Public Personnel Management, 46(3), 308-323.
35. Tuzun, I. K., Kalenci, R. A. (2017). Workplace deviance and human resource management relations: A case study of Turkish hotel employees. Journal of Human Resources in Hospitality and Tourism, 1-17.
36. van Gils, S. et al. (2015). Ethical leadership and follower organizational deviance: The moderating role of follower moral attentiveness. Leadership Quarterly, 26(2), 190-203.
37. Vveinhardt, J., Kuklytė, J. (2017) Workplace spirituality: is it related to organizational deviance. Presented at Current Development Tendencies, Science and Production, At Kamerovo, Russia, 5 July.