Passive leadership and deviant behaviors: the moderating effect of power distance and collectivism

Purpose This study investigates the relationship between passive leadership and deviant behaviors targeted to supervisors (supervisor-directed deviance) coworkers (interpersonal deviance), moderating effect power distance collectivism have on these relationships. Design/methodology/approach uses a survey questionnaire. Respondents were 310 non-managerial employees working in various industries Surabaya, Indonesia. partial least squares structural equation modeling (PLS-SEM) examine hypotheses. Findings indicates that has positive with supervisor-directed deviance, but not interpersonal deviance. Moreover, moderates Additionally, findings show Practical implications Managers need be aware of roles responsibilities their positions understand subordinates' expectations, specifically related cultural values. Originality/value Few studies investigated behaviors, especially those directed at coworkers. Also, there is little explored role values The present provides new insight regarding behaviors.