1. Counterproductive Leader Behavior Hannah L. Jackson & Deniz S. Ones

2. Counterproductive Leader Behavior Intentional behavior enacted by leaders that involves misuse of position or authority for personal and/or organizational benefit Intentional behavior enacted by leaders that involves misuse of position or authority for personal and/or organizational benefit Leader behavior may be acceptable by the organization’s standards but violate societal norms Leader behavior may be acceptable by the organization’s standards but violate societal norms

3. Counterproductive Workplace Behavior (CWB) CWB is intentional/volitional behavior enacted by employees and viewed by the organization as contrary to its legitimate interests CWB is intentional/volitional behavior enacted by employees and viewed by the organization as contrary to its legitimate interests

4. CWB and Leaders Researchers have tended to treat leaders and their behaviors as essentially distinct from those considered in existing CWB theories and models Researchers have tended to treat leaders and their behaviors as essentially distinct from those considered in existing CWB theories and models

5. The Prevalence of CWB CWB has been recorded for workers of all types of organizations and for employees at all levels within them, whether they be salaried professionals or nonprofessionals, managers or non-supervisory employees CWB has been recorded for workers of all types of organizations and for employees at all levels within them, whether they be salaried professionals or nonprofessionals, managers or non-supervisory employees

6. Why Examine Leaders and CWB? Opportunities for serious misconduct are at least as great among managers and executives Opportunities for serious misconduct are at least as great among managers and executives A handful of leaders engaging in CWB can do as much if not more damage than a large number of front-line workers A handful of leaders engaging in CWB can do as much if not more damage than a large number of front-line workers

7. Leaders and Ethics Ethical issues are ever present for leaders, who must continually face conflicting stakeholders, interests, and values Ethical issues are ever present for leaders, who must continually face conflicting stakeholders, interests, and values

8. Transformational Leadership Communicating a collective vision and inspiring their followers to look beyond self-interests and perform for the good of the group Communicating a collective vision and inspiring their followers to look beyond self-interests and perform for the good of the group

9. Transactional Leadership Controlling followers’ behaviors and handling problems by engaging in some transaction between the leader and subordinate Controlling followers’ behaviors and handling problems by engaging in some transaction between the leader and subordinate

10. What Makes an Unethical Leader? Frequently operate with egotistic intent Frequently operate with egotistic intent Employ controlling versus empowering strategies to influence followers Employ controlling versus empowering strategies to influence followers Fail to abstain from vices Fail to abstain from vices

11. Taking a Broad View of CWB Allows researchers to generalize to unstudied but related behavior Allows researchers to generalize to unstudied but related behavior The possibility of a unified concept or dimension of CWB The possibility of a unified concept or dimension of CWB The possibility of finding common antecedents The possibility of finding common antecedents

12. One View of CWB CWB can be grouped into broad categories: CWB can be grouped into broad categories: Property Deviance - acquisition or damage of employer assetsProperty Deviance - acquisition or damage of employer assets Production Deviance - violation of norms specifying the quality and quantity of work to be accomplishedProduction Deviance - violation of norms specifying the quality and quantity of work to be accomplished Interpersonal CWB – Sexual harassment and verbal abuseInterpersonal CWB – Sexual harassment and verbal abuse

13. A Recent Model of CWB CWB can be distinguished between behaviors targeted at the organization and behaviors targeted at organization members CWB can be distinguished between behaviors targeted at the organization and behaviors targeted at organization members Further divided by behaviors directly related to job performance and behaviors not related to job performance Further divided by behaviors directly related to job performance and behaviors not related to job performance

14. What About Leaders? It seems likely that misconduct by leaders has elements in common with misconduct by others It seems likely that misconduct by leaders has elements in common with misconduct by others If leadership behavior is different, this represents an opportunity to expand the CWB construct If leadership behavior is different, this represents an opportunity to expand the CWB construct

15. Antecedents of CWB Considering both personality and environmental antecedents will be essential for a complete understanding of CWB Considering both personality and environmental antecedents will be essential for a complete understanding of CWB

16. Individual Difference as Antecedents Problems in socialization Problems in socialization Attitudes regarding deviance and theft Attitudes regarding deviance and theft Problems with authority Problems with authority Excitement seeking Excitement seeking Social influence Social influence Unstable upbringing Unstable upbringing Unmet needs Unmet needs

17. Situational Influences as Antecedents Inflexible policies Inflexible policies Organizational injustice Organizational injustice Competitive environment Competitive environment Economic conditions Economic conditions Reward systems Reward systems Adverse working conditions Adverse working conditions Organizational culture Organizational culture

18. Environmental Factors Leaders have some control over the situational factors that might influence CWB therefore it is worth considering individual differences Leaders have some control over the situational factors that might influence CWB therefore it is worth considering individual differences

19. Individual Differences, Leadership, and CWB Integrity tests substantially predict CWB Integrity tests substantially predict CWB The big five personality variables of agreeableness, conscientiousness and emotional stability are associated with CWB The big five personality variables of agreeableness, conscientiousness and emotional stability are associated with CWB

20. Perpetrators’ Explanations for Their CWB Denial of harm Denial of harm Unnecessary or unjust laws Unnecessary or unjust laws Achievement vital to economic goals or even survival Achievement vital to economic goals or even survival Expectations and pressure from others Expectations and pressure from others Everybody else is doing it Everybody else is doing it

21. Guidelines for HR Train employees to reflect upon a proposed action or decision from another perspective Train employees to reflect upon a proposed action or decision from another perspective

22. Guidelines for HR Continued Consider some form of performance evaluation approach to enable others to focus not only on the numbers/financials produced by leaders, but also how they were met Consider some form of performance evaluation approach to enable others to focus not only on the numbers/financials produced by leaders, but also how they were met

23. Guidelines for HR Continued Foster an ethical environment through: Foster an ethical environment through: Mechanisms for reporting and discussing perceived ethical issues/problems without fear of retributionMechanisms for reporting and discussing perceived ethical issues/problems without fear of retribution Verification procedures for code- compliance during key activitiesVerification procedures for code- compliance during key activities

24. Guidelines for HR Continued Senior leaders should be encouraged to share information publicly about important organizational decisions Senior leaders should be encouraged to share information publicly about important organizational decisions Senior officials should signal support for ethical values Senior officials should signal support for ethical values

25. Reversing CWB External change agents are likely to be the most successful because: External change agents are likely to be the most successful because: They signal a break with the past and an intention to change for the futureThey signal a break with the past and an intention to change for the future They bring with them a different perspective that promotes questions about long held practicesThey bring with them a different perspective that promotes questions about long held practices

26. Summary This chapter examined: This chapter examined: The construct of CWB The construct of CWB Antecedents to CWB Antecedents to CWB Leadership and CWB Leadership and CWB Environmental factors and CWB Environmental factors and CWB Guidelines to prevent CWB Guidelines to prevent CWB