Authentic leadership and organizational deviance

What is it about?

The aim of this article is to examine the relationships between authentic leadership and organizational deviance and to test the moderating effects of trust and psychological contract violation on that relationship.

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Why is it important?

This study contributes to the research on authentic leadership and workplace deviance by showing that trust and psychological contract are relevant affect‐related variables in determining the importance of authentic leadership perception to subordinate workplace deviance. Furthermore, by incorporating trust and psychological contract (for the first time), it is a response to recent calls for integration of authentic leadership, organizational deviance, trust and psychological contract literature . These calls have contended that trust and high quality leader‐follower relations are fundamental to linking authentic leader behavior to follower behaviors, yet to date empirical evidence does not exist.