The good, the bad, and the misguided: How managers inadvertently encourage deviant behaviors

Barrie E. Litzky, Kimberlya Eddleston, Deborah L. Kidder

Research output: Contribution to journalReview article

115 Scopus citations

Abstract

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' deviant behaviors. Managers must learn to identify the role that they play in triggering employee deviance. Once recognized, there is much that managers can do to ameliorate the triggers that encourage otherwise honest employees to engage in deviant behavior.

Original languageEnglish (US)
Pages (from-to)91-103
Number of pages13
JournalAcademy of Management Perspectives
Volume20
Issue number1
DOIs
StatePublished - Feb 2006

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Strategy and Management
  • Marketing

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