How Ethical Leadership Can Develop Constructive Deviance? A South Asian Perspective

Zeshan Ahmer; Muhammad  Ali; Zarmeen Nawaz; Ayaz Ahmad; Talat Islam

doi:10.54692/ajss.2021.05011376

Zeshan Ahmer Institute of Business Administration, University of the Punjab, Lahore, Pakistan
Muhammad Ali Institute of Business Administration, University of the Punjab, Lahore, Pakistan
Zarmeen Nawaz Institute of Business Administration, University of the Punjab, Lahore, Pakistan
Ayaz Ahmad Institute of Quality & Technology Management, University of the Punjab, Lahore, Pakistan
Talat Islam Institute of Business Administration, University of the Punjab, Lahore, Pakistan

DOI: https://doi.org/10.54692/ajss.2021.05011376

Keywords: Ethical leadership, Constructive deviance, Psychological empowerment, Self-efficacy, South Asia

Abstract

Employees as an essential part of organizational success need to be proactive and respond according to the dynamic environmental changes. While being so, employee deviate from their given tasks and could harm their organization. Given that, we attempt to develop a model for employee positive deviance (constructive deviance). More specifically, our study aims to explore the mechanism between ethical leadership and constructive deviance through the mediating roles of self-efficacy and psychological empowerment. We collected data from 286 employees working in various organizations during COVID-19. We noted a significant effect of ethical leadership on constructive deviance, while self-efficacy and psychological empowerment were found to mediate this association. Our study contributes to the limited literature on constructive deviance and has implications for the management.