The Effects of Transformational Leadership on Employee’s Pro-social Rule Breaking
The construct of pro-social rule breaking occupies an important, but largely neglected position within exi-sting frameworks of organizational deviance Pro-social rule breaking (PSRB) is a form of constructive de-viance characterized by volitional rule breaking in the interest of the organization or its stakeholders.Usi-ng survey data collected from 252 employees in different organizations in China,the researchers empirically examines the relationship between transformational leadership and employee’s pro-social rule breaking and the mediating role of job autonomy. Results indicate that transformational leadership is positively rel-ated to pro-social rule breaking,job autonomy fully mediates the relationships between transformational le-adership and employee’s pro-social rule breaking. Theoretical and practical implications are discussed. A set of future research directions are offered.
Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Sage.
Bass, B. M. (1996). Theory of transformational leadership redux. The Leadership Quarterly, 6(4), 463-478.
Breaugh, J. A. (1985). The measurement of work autonomy. Human Relations, 38(6), 551-570.
Brief, A. P., & Motowidlo, S. J. (1986). Prosocial organizational behaviors. Academy of Management Review, 11(4), 710-725.
Burns, J. M. (1978). Leadership. New York: Harper & Row.
Cameron, Kim S., Dutton, J. E., & Quinn, R. E. (2003). Positive organizational scholarship: Foundations of a new discipline. Berrett-Koehler Store.
Chung, B. G., & Schneider, B. (2002). Serving multiple masters: Role conflict experienced by service employees. Journal of Services Marketing, 16(1), 70-87.
Dahling, J. J., Chau, S. L., Mayer, D. M., & Gregory, J. B. (2012). Breaking rules for the right reasons? An investigation of pro-social rule breaking. Journal of Organizational Behavior, 33(1), 21-42.
Deci, E. L., & Ryan, R. M. (1987). The support of autonomy and the control of behavior. Journal of Personality and Social Psychology, 53(6), 1024.
Fuller, J. B., Marler, L. E., & Hester, K. (2006). Promoting felt responsibility for constructive change and proactive behavior: Exploring aspects of an elaborated model of work design. Journal of Organizational Behavior, 27(8), 1089-1120.
Gagné, M. (2003). The role of autonomy support and autonomy orientation in prosocial behavior engagement. Motivation and Emotion, 27(3), 199-223.
Galperin, B. L. (2003). Can workplace deviance be constructive. Misbehavior and Dysfunctional Attitudes in Organizations (pp.154-170).
Galperin, B. L. (2002). Determinants of deviance in the workplace: An empirical examination in Canada and Mexico. Concordia University.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
Hinkin, T. R. (1998). A brief tutorial on the development of measures for use in survey questionnaires. Organizational Research Methods, 1(1), 104-121.
Howell, J. M., & Higgins, C. A. (1990). Champions of technological innovation. Administrative Science Quarterly, 317-341.
Jackson, J. H., & Adams, S. W. (1979). The life cycle of rules. Academy of Management Review, 4(2), 269-273.
Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89(1), 36.
Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246.
Kark, R., & Shamir, B. (2002). The dual effect of transformational leadership: Priming relational and collective selves and further effects on followers. Transformational and charismatic leadership: The road ahead, 2, 67-91.
Kiesler, S., & Sproull, L. (1992). Group decision making and communication technology. Organizational behavior and Human Decision Processes, 52(1), 96-123.
Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly, 7(3), 385-425.
McCormick, M. J. (2001). Self-efficacy and leadership effectiveness: Applying social cognitive theory to leadership. Journal of Leadership & Organizational Studies, 8(1), 22-33.
Morrison, E. W. (2006). Doing the job well: An investigation of pro-social rule breaking. Journal of Management, 32(1), 5-28.
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books/DC Heath and Com.
Parker, S. K. (1998). Enhancing role breadth self-efficacy: The roles of job enrichment and other organizational interventions. Journal of Applied Psychology, 83(6), 835.
Parks, J. M. L., Ma, L., & Gallagher, D. G. (2010). Elasticity in the ‘rules’ of the game: Exploring organizational expedience. Human Relations, 63(5), 701-730.
Piccolo, R. F., Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49(2), 327-340.
Puffer, S. M. (1987). Prosocial behavior, noncompliant behavior, and work performance among commission salespeople. Journal of Applied Psychology, 72(4), 615.
Quinn, J. B. (1983). Technological innovation, entrepreneurship, and strategy. Engineering Management Review, IEEE, 11(3), 14-25.
Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 224-253.
Schulz, M. (2003). Impermanent institutionalization: The duration dependence of organizational rule changes. Industrial and Corporate Change, 12(5), 1077-1098.
Shin, S. J., Zhou, J. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46(6), 703-714.
Sitkin, S. B., & Pablo, A. L. (1992). Reconceptualizing the determinants of risk behavior. Academy of Management Review, 17(1), 9-38.
Smircich, L, & Morgan, G. (1982). Leadership: The management of meaning. Journal of Applied Behavioral Science, 18(3), 257-273.
Spreitzer, G. M., & Sonenshein, S. (2003). Positive deviance and extraordinary organizing. Positive organizational scholarship, 207-224.
Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681.
Vandewalle, D., Van Dyne, L., & Kostova, T. (1995). Psychological ownership: An empirical examination of its consequences. Group & Organization Management, 20(2), 210-226.
- There are currently no refbacks.
How to do online submission to another Journal?
If you have already registered in Journal A, then how can you submit another article to Journal B? It takes two steps to make it happen:
1. Register yourself in Journal B as an Author
Find the journal you want to submit to in CATEGORIES, click on “VIEW JOURNAL”, “Online Submissions”, “GO TO LOGIN” and “Edit My Profile”. Check “Author” on the “Edit Profile” page, then “Save”.
Go to “User Home”, and click on “Author” under the name of Journal B. You may start a New Submission by clicking on “CLICK HERE”.
We only use three mailboxes as follows to deal with issues about paper acceptance, payment and submission of electronic versions of our journals to databases: firstname.lastname@example.org; email@example.com; firstname.lastname@example.org
Copyright © Canadian Academy of Oriental and Occidental Culture
Address: 730, 77e AV, Laval, Quebec, H7V 4A8, Canada
Telephone: 1-514-558 6138