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ISLAMIC LEADERSHIP AND WORKPLACE DEVIANCE: WHAT ARE THE INTERACTIONS?

Year 2017, Issue: ICOMEP 2017 ÖZEL SAYISI, 212 - 221, 31.12.2017

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.




References

  • 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.
  • 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.
  • Almoharby, D. The current world business meltdown: Islamic religion as a regulator. Humanomics, 2011, 27(2), 97-108.
  • Anisuzzaman, M., Majumder, M. Z. A. (1996). Leadership: Western and Islamic–A Conceptual and Explorative Study, published by Bangladesh Institute of Islamic Thought (BIIT).
  • 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.
  • Bennett, R. J., Robinson, S. L. (2003). The past, present, and future of workplace deviance research.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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
  • Egel, E. and Fry, L. W. (2017). Spiritual Leadership as a Model for Islamic Leadership. Public Integrity, 19(1), 77-95.
  • 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.
  • 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.
  • Galanou, A. and Farrag, D. A. (2016). Toward the destinctive mode of leadership in business. Journal of Management Development, 34(8), 882-900.
  • 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.
  • Goode, E. (2015). Deviant behavior. Routledge.
  • 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
  • Karakas, F. Spirituality and performance in organizations: A literature review. Journal of business ethics, 2010, 94(1), 89-106.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • Miller, B. K. (2015). Entitlement and conscientiousness in the prediction of organizational deviance, Personality and Individual Differences, 82, 114-119.
  • 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.
  • Narayanan, K., Murphy, S. E. (2017). The Conceptual Framework of Workplace Deviant Behaviour: The Review. Journal of Human Values, 23(3), 218-233.
  • Raaj, G. V., Gunaseelan, R. (2017). Dark leadership and its impact on work place spirituality: An empirical study. Purusharta, 10(1), 32-42.
  • 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.
  • Robinson, S. L., Bennett, R. (1997). Workplace deviance: Its definition, its manifestations, and its causes. Research on Negotiations in Organizations, 6, 3-27.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.

İSLAM LİDERLİĞİ VE İŞYERİNDEKİ ÖRGÜTSEL SAPMA: ETKİLEŞİMİ NEDİR?

Year 2017, Issue: ICOMEP 2017 ÖZEL SAYISI, 212 - 221, 31.12.2017

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.




References

  • 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.
  • 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.
  • Almoharby, D. The current world business meltdown: Islamic religion as a regulator. Humanomics, 2011, 27(2), 97-108.
  • Anisuzzaman, M., Majumder, M. Z. A. (1996). Leadership: Western and Islamic–A Conceptual and Explorative Study, published by Bangladesh Institute of Islamic Thought (BIIT).
  • 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.
  • Bennett, R. J., Robinson, S. L. (2003). The past, present, and future of workplace deviance research.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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
  • Egel, E. and Fry, L. W. (2017). Spiritual Leadership as a Model for Islamic Leadership. Public Integrity, 19(1), 77-95.
  • 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.
  • 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.
  • Galanou, A. and Farrag, D. A. (2016). Toward the destinctive mode of leadership in business. Journal of Management Development, 34(8), 882-900.
  • 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.
  • Goode, E. (2015). Deviant behavior. Routledge.
  • 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
  • Karakas, F. Spirituality and performance in organizations: A literature review. Journal of business ethics, 2010, 94(1), 89-106.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • Miller, B. K. (2015). Entitlement and conscientiousness in the prediction of organizational deviance, Personality and Individual Differences, 82, 114-119.
  • 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.
  • Narayanan, K., Murphy, S. E. (2017). The Conceptual Framework of Workplace Deviant Behaviour: The Review. Journal of Human Values, 23(3), 218-233.
  • Raaj, G. V., Gunaseelan, R. (2017). Dark leadership and its impact on work place spirituality: An empirical study. Purusharta, 10(1), 32-42.
  • 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.
  • Robinson, S. L., Bennett, R. (1997). Workplace deviance: Its definition, its manifestations, and its causes. Research on Negotiations in Organizations, 6, 3-27.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.
There are 37 citations in total.

Details

Journal Section AÇIK ERİŞİM POLİTİKASI
Authors

Jūratė Kuklytė

Publication Date December 31, 2017
Acceptance Date January 5, 2018
Published in Issue Year 2017 Issue: ICOMEP 2017 ÖZEL SAYISI

Cite

APA Kuklytė, J. (2017). İSLAM LİDERLİĞİ VE İŞYERİNDEKİ ÖRGÜTSEL SAPMA: ETKİLEŞİMİ NEDİR?. Balkan Sosyal Bilimler Dergisi(ICOMEP 2017 ÖZEL SAYISI), 212-221.