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The success of an organization may be dependent on limiting the potential for deviant behavior, and if necessary, reacting to deviant behavior in a positive way. Focusing on the successful management of deviant behavior in the workplace and the role of the organization in creating conditions for this behavior is a crucial topic of study for those interested in Organizational Behavior and Human Resource Management. Managing Organizational Deviance goes beyond questions of control to also consider ethical dimensions of conduct. As a result, it teaches students who will go on to inhabit organizations to become familiar with the ethical implications of deviant and dysfunctional behavior in addition to managing this behavior in an effective way.  

The Role of Leaders in Influencing Unethical Behavior in the Workplace
The role of leaders in influencing unethical behavior in the workplace
Linda KlebeTreviñoMichael E.Brown

After years of focusing on explaining and predicting positive employee attitudes (e.g., job satisfaction, employee commitment) and behaviors (e.g., employee citizenship, work performance), organizational behavior researchers have increasingly turned their attention to understanding what drives costly misconduct in organizations (Bennett & Robinson, 2000; Giacalone & Greenberg, 1997; Robinson & Bennett, 1995; Robinson & O'Leary-Kelly, 1998; Treviño, 1986; Vardi & Wiener, 1996). Although researchers have used a variety of terms to describe such employee behavior (e.g., deviance, antisocial behavior, misbehavior, counterproductive behavior, unethical behavior), all of them share a concern with counternormative behavior intended to harm the organization or its stakeholders (O'Leary-Kelly, Duffy, ...

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