Researchers have assumed that low self-esteem predicts deviance, but empirical results have been mixed. This article draws upon recent theoretical developments regarding contingencies of self-worth to clarify the self-esteem/deviance relation. It was predicted that self-esteem level would relate to deviance only when self-esteem was not contingent on workplace performance. In this manner, conti...

Executive Overview Recent estimates of the costs associated with deviant behavior in the workplace are staggering. While part of the managerial function requires the establishment of rules and policies that promote good customer service and product consistency, managers who lead with a firm hand or place too much pressure on sales quotas, may be unknowingly contributing to their employees’ devi...

In this article, the authors develop a definition of positive deviance, a foundational construct in positive organizational scholarship. They offer a normative definition of positive deviance: intentional behaviors that depart from the norms of a referent group in honorable ways. The authors contrast this normative perspective on deviance with statistical, supraconformity, and reactive perspect...

In recent years, organizational scholars have increasingly focused on various forms of bad behavior in the workplace. Notable examples of these behaviors include deviance, aggression, antisocial behavior, and violence. Unfortunately, as this body of work has grown, so too has a proliferation of concepts, constructs, and definitions. This article reviews the literature regarding the general set ...

The present study examines antecedents and consequences of two aspects of mindfulness in a work setting: employee awareness and employee absent-mindedness. Using two samples, the study found these two aspects of mindfulness to be beneficially associated with employee well-being, as measured by emotional exhaustion, job satisfaction, and psychological need satisfaction, and with job performance,...

Organizational leaders set the example for “what is acceptable” ethical behavior and encourage organizational citizenship among employees. willingness to go above beyond regular duties responsibilities without using formal reward systems. However, employees who use social comparisons or repeatedly witness tolerate deviant behaviors are more likely morally disengage from positive attributes asso...

Positive deviance refers to behavior that deviates from the norms of the reference group and has positive effects on the organization. It is an endogenous source of organizational creativity that has been shown to be powerful tool for learning and change. Despite growing interest, little remains known about the factors that stimulate positive deviance; in particular, how management can enable i...