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Despite the significance of pro-environmental behavior (PEB) in the workplace, most of the existing studies have neglected its negative work outcomes. Drawing upon moral licensing theory and cognitive dissonance theory, we construct a conceptual model of the influence mechanism of employees’ PEB (i.e., public-sphere PEB, private-sphere PEB) on workplace deviance through psychological entitlement, and the moderating effect of rationalization of workplace deviance on the relationship between psychological entitlement and workplace deviance. Using two-stage survey data from 216 employees in China, we performed hierarchical regression analysis and structural equation modeling method to test our hypotheses. Our findings reveal that public-sphere PEB positively affects psychological entitlement, while private-sphere PEB negatively affects psychological entitlement. Psychological entitlement further positively affects workplace deviance. In addition, rationalization of workplace deviance strengthens the positive impact of psychological entitlement on workplace deviance. This study offers novel insights into the dark side of PEB literature by exploring the PEB–workplace deviance relationship. This study also contributes to managerial implications of how PEB leads to workplace deviance and how to address this issue.

A growing body of research explores workplace incivility, defined as low-intensity deviant workplace behavior with an ambiguous intent to harm. In the 15 years since the theoretical introduction of the workplace incivility construct, research in this domain has taken off, albeit in a variety of directions. We review the extant body of research on workplace incivility and note the multitude of samples, sources, methodologies, and instrumentation used. In this review article, we provide an organized review of the extant body of work that encompasses three distinct types of incivility: experienced, witnessed, and instigated incivility. These three types of incivility serve as the foundation for a series of comprehensive models in which we integrate extant empirical research. In the last part of this review article, we suggest directions for future research that may contribute to this growing body of work.

Relatively little is known about the relations between psychopathic traits and interpersonally-directed versus organizationally-directed workplace behaviors despite the implications of these traits for maladaptive (e.g., bullying, harassing, white-collar crime, slacking) and adaptive (e.g., improving the workplace, supporting others) workplace behaviors. In a sample of employed US-based community members (N = 352), we investigated the relations between the Triarchic Psychopathy Measure (TriPM) and an expanded version of the Levenson Self-Report Psychopathy Scale (E-LSRP), on the one hand, and interpersonal and organizational counterproductive behaviors and citizenship behaviors directed towards co-workers and the organization, on the other. As predicted, we found stronger positive associations between impulsive-antisocial traits (Disinhibition, Antisocial) and both interpersonal and organizational workplace deviance; however, these traits did not relate significantly to citizenship behaviors. We further found that interpersonal traits (Boldness, Egocentric) may play an adaptive role in the workplace, as demonstrated by increased citizenship behaviors. Affective traits (Callous, Meanness) were related to lesser engagement in citizenship behaviors and higher engagement in some interpersonally-directed counterproductive behaviors. In several analyses, statistical interactions among triarchic psychopathy traits, but not E-LSRP traits, predicted adaptive and maladaptive workplace behaviors. Our results suggest that employees’ psychopathic traits bear differential implications for both adaptive and maladaptive workplace behavior, and that these traits may operate in concert to increase the likelihood of such behavior.

Purpose Drawing from self-regulation theories, this study aims to present a model linking customer mistreatment to hotel employees’ displaced workplace deviance via self-regulatory depletion, with disposition-based mindfulness as a first‐stage moderator. Design/methodology/approach The authors conducted a multisource, multiwave investigation with 245 focal–coworker dyads at 14 full-service hotels in southern China. Descriptive statistics, confirmatory factor analysis and regression analysis were performed. Findings The results demonstrated the mediating role of self-regulatory depletion in provoking hotel employees’ displaced deviant reactions to customer mistreatment. Additionally, employees with high trait mindfulness are less vulnerable to self-regulatory depletion and, thus, less likely to exhibit displaced workplace deviance. Practical implications This study enables hospitality administrators to understand that organizations and their employees, whether directly mistreated by customers, are potential victims of such negative events. Hospitality organizations should enhance mindfulness-based interventions and provide more humane care for employees to maintain their self-regulatory abilities, thereby reducing displaced workplace deviance. Originality/value First, in contrast to studies focusing primarily on internal factors that trigger employees’ deviant responses, the research suggests that mistreatment by external customers is a potentially meaningful yet largely unexamined antecedent of workplace deviance. Second, this study moves beyond “self-gain” explanations, suggesting that employees display deviance not because of a malicious intent to harm the organization or its members but because they are incapable of controlling their undesirable behaviors. Third, the research highlights how mindfulness mitigates customer mistreatment and displaced workplace deviance relationships.

PurposeBuilding on the conservation of resources theory, this research explored the processes underlying the association between perceived workplace incivility and deviant behaviors. Specifically, we tested a mediating mechanism, an interpersonal conflict that has received less consideration in the workplace incivility literature. The authors also tested the organizational climate (i.e. a resource) as a moderator in the perceived workplace incivility–employees’ deviant work behavior relationship.Design/methodology/approachTime-lagged research design was followed to explain the relationship of variables. Survey data were collected at time 1 and time 2 from 220 service sector working professionals to test the proposed model.FindingsThe findings suggest that intrapersonal conflict partially mediates the workplace incivility–deviant work behavior relationship. Further, the authors found that the harmful effects of workplace incivility on employees’ deviant work behavior attenuate in the presence of organizational climate as a resource. The results shed light on the beneficial consequences of organizational climate on employees’ work behavior by attenuating workplace incivility and mitigating their deviant work behaviors.Originality/valueOverall, the study contributed to understanding the mediating role of interpersonal conflict and the moderating role of organizational climate in explaining the workplace incivility–deviant work behavior relationship.

PurposeThis study aims to reveal the potential dark side of servant leadership by exploring its differential impact on followers with varying degrees of Machiavellianism and to uncover the role of leader negative feedback as an intervention mechanism in attenuating this negative impact.Design/methodology/approachA three-wave survey with one-month intervals was conducted with 344 participants from different industries.FindingsThe results suggest that servant leadership triggered psychological entitlement among followers with high Machiavellianism, leading to organizational and interpersonal deviance, but only when negative feedback from the leader was weak.Practical implicationsWhen leaders implement servant leadership, they should beware of breeding psychological entitlement among highly Machiavellian followers, as this can activate their deviant behavior, and should make full use of negative feedback as an intervention mechanism.Originality/valueThis study is one of the first to use the self-evaluation perspective to examine the negative impact of servant leadership on follower behavior via attitude and to explore boundary conditions to overcome this effect.

Background Toxic leadership is abusive, destructive, and detrimental to nurses, can decrease nurse morale, increase stress levels, diminish organizational performance, and cause employee emotional exhaustion. Emotional exhaustion, a key component of burnout, has been linked to decreased job performance and increased likelihood of engaging in deviant behaviors at work. Organizational cynicism, as a negative attitude or distrust towards the organization and its leadership, may exacerbate the relationship between toxic leadership and workplace deviance. This study aims to explore how toxic leadership, workplace deviance, emotional exhaustion, and organizational cynicism are interrelated in the nursing profession. Method A multicenter descriptive, cross-sectional research design was conducted at three university hospitals affiliated with three Egyptian governorates: Zagazig, El-Fayoum, and Alexandria. Two hundred forty-three nurses completed the Personal and Job-related Data Questionnaire, Toxic Leadership Scale, Emotional Exhaustion Scale, Workplace Deviance Scale, and Organizational Cynicism Scale. Mediation analysis using SPSS PROCESS revealed that emotional exhaustion indirectly influences the relationship between toxic leadership and workplace deviance, while hierarchical multiple regression showed that organizational cynicism moderates this relationship, with linear regression confirming the predictive impact of these variables on workplace deviance. Results Toxic leadership exhibits a substantial positive influence on workplace deviance (B = 16.132, p  < 0.001), as does emotional exhaustion (B = 8.760, p  < 0.001) and organizational cynicism (B = 5.376, p  = 0.036). Furthermore, the interaction terms of toxic leadership, organizational cynicism, and emotional exhaustion are significant (B = -3.012, p  = 0.036). The negative coefficient of the interaction term implies a mitigating impact, indicating that the combined presence of high toxic leadership, high emotional exhaustion, and high organizational cynicism may counterintuitively reduce workplace deviance (t = -2.110). Conclusion These results suggest that while toxic leadership, emotional exhaustion, and organizational cynicism each independently increase workplace deviance, their combined presence may unexpectedly reduce deviant behaviors. Implication for nursing These results highlight the significance of tackling toxic leadership practices and cultivating a positive organizational culture to enhance a healthier work environment and reduce instances of workplace deviance. Healthcare settings should prioritize interventions to improve leadership practices, enhance employee well-being, and cultivate a supportive organizational climate.

Cyberdeviance, intentional use of information technology (IT) in the workplace that is contrary to the explicit and implicit norms of the organization and that threatens the well-being of the organization and/or its members, is an important research stream that has gained attention in academia and industry. Prior studies have treated different forms of cyberdeviance as different phenomena, resulting in a lack of a collective underlying conceptualization of cyberdeviance. This work inductively and empirically derives a typology of cyberdeviance with 439 respondents across three phases. Our results suggest that cyberdeviance varies along 3 dimensions: cyberdeviant behaviors that are minor versus serious; cyberdeviant behaviors that target individuals versus organizations; and cyberdeviant behaviors that require low versus high technical skill. We thus provide a comprehensive framework that fosters a logical linkage of various research programs related to cyberdeviance to guide future research investigation. The typology will help managers to distinguish different cyberdeviant behaviors and implement suitable interventions depending on the behavior.

In the era of the knowledge economy, the competition for talent has intensified, rendering star employees as critical assets for organizations. However, the high performance, status, and social capital of some star nurses may give rise to a sense of psychological entitlement, which in turn can lead to workplace deviance. Based on 438 survey responses, we investigated the underlying mechanisms of such behavior. The research findings are as follows: (1) There is a positive correlation between the star identity of front-line nurses and workplace deviance; (2) Leader - Member Exchange (LMX) serves as a mediator in the relationship between the star identity of front - line nurses and workplace deviance; (3) Psychological entitlement acts as a mediator in the relationship between the star identity of front - line nurses and workplace deviance; (4) Moral disengagement moderates the relationship between the star identity of front-line nurses and workplace deviance. These findings contribute to the theories of social cognition and self-regulation in human resource management by uncovering the cognitive-affective pathways through which star identity leads to deviance. Moreover, they provide managers with practical strategies to reduce deviant behavior and enhance resource utilization among high - performing employees.

Workplace deviance is a concern in Nigerian manufacturing, where job stress and limited organisational support may heighten misconduct risks. Although personality traits and moral disengagement have been linked to deviant behaviour, their conditional roles remain underexamined in African industrial settings. This study investigated these relationships through a cross-sectional survey of 384 factory workers aged 18–55 years (M = 31.7, SD = 6.8). Measures assessed job stress, Big Five personality traits, moral disengagement, and workplace deviance. Conditional process analysis was conducted with PROCESS Models 4, 1, and 14, using 5,000 bias-corrected bootstraps. Results showed that job stress was positively associated with workplace deviance (β = 0.58, p < 0.001). Moral disengagement was positively correlated with workplace deviance (r = 0.30, p < 0.01), but this effect became non-significant after controlling for job stress and personality traits. Agreeableness (β = –0.40, p < 0.001) and conscientiousness (β = –0.46, p < 0.001) reduced deviance, whereas neuroticism increased it (β = 0.39, p < 0.001); all partially mediated the stress–deviance link. Moral disengagement did not significantly moderate these pathways, and moderated mediation indices were non-significant. Findings suggest interventions should integrate stress reduction, ethical accountability, self-regulation, and Nigerian labour and mental health policy frameworks.