The double-edged sword effects of differential leadership on deviant behavior.

Since the beginning of 2020, coronavirus disease has broken out globally, large-scale work and production have stopped, causing employees to experience emotional exhaustion, and home offices have greatly exacerbated employees' deviant behavior. Leadership practices can actively influence employees' workplace behaviors and can prevent employees' passiveness and drain on their mental health. Based on the perspective of attribution theory, this article explores the influence of differential leadership on emotional exhaustion and deviant behavior in internal/external control employees. This survey's subjects were employees working in Tianjin, Beijing, Shanghai. Using the Questionnaire Star, the online platform of the Marketing Research Office of Peking University, and "snowball" methods, 357 questionnaires were collected. This study found that care and communication have no significant effect on deviance. Promotion & rewards significantly reduced interpersonal deviance but had no significant effect on organizational deviance. Tolerance & trust significantly improved interpersonal deviance but had no significant effect on organizational deviance. Employees with a high locus of control (internal control) could more easily control their emotions and reduce interpersonal deviance than employees with a low locus of control (external control) but this had no moderating effect on organizational deviance. The research shows that leaders should regularly care for and encourage each employee within their department, guide employees to recognize the organizational environment, establish an "insider" team, improve work efficiency, and incentivize "outsider" efforts. Subsequent studies can observe and capture employees' emotions and subconscious behaviors through interviews and experiments to ensure the accuracy of the data. Supplementary Information: The online version contains supplementary material available at 10.1007/s12144-022-03845-x.

The influence of the COVID-19 pandemic on work connectivity behavior.

Introduction: Based on event system theory, this study analyzed the influence of the event strength of major public health outside the organization on work connectivity behavior. Methods: The study collected data from 532 employees on their psychological status and working style during the COVID-19 pandemic through an online questionnaire survey. Results: The results show that driven by financial risk perception, female employees are more willing to pay work connectivity behavior than male employees and unmarried employees are more willing to pay work connectivity behavior than married employees. The risk perception of employees aged 28-33 has the greatest impact on workplace behavior. The impact of financial risk perception on behavior of employees without children is much higher than that of employees with children. The influence of financial risk perception and social risk perception on their behavior of employees with master's degree is much higher than that of health risk perception, but the workplace behavior of employees with doctor's degree is mainly affected by health risk perception. Discussion: The novelty of the Corona Virus Disease event has a negative influence on work connectivity duration. The criticality, disruption of the Corona Virus Disease event has a positive influence on work connectivity duration. The criticality of the Corona Virus Disease event has a positive influence on work connectivity frequency. Employees' social risk perception, financial risk perception and health risk perception has a positive influence on the work connectivity duration and work connectivity frequency.

The double-edged sword effects of differential leadership on deviant behavior

Since the beginning of 2020, coronavirus disease has broken out globally, large-scale work and production have stopped, causing employees to experience emotional exhaustion, and home offices have greatly exacerbated employees’ deviant behavior. Leadership practices can actively influence employees’ workplace behaviors and can prevent employees’ passiveness and drain on their mental health. Based on the perspective of attribution theory, this article explores the influence of differential leadership on emotional exhaustion and deviant behavior in internal/external control employees. This survey’s subjects were employees working in Tianjin, Beijing, Shanghai. Using the Questionnaire Star, the online platform of the Marketing Research Office of Peking University, and “snowball” methods, 357 questionnaires were collected. This study found that care and communication have no significant effect on deviance. Promotion & rewards significantly reduced interpersonal deviance but had no significant effect on organizational deviance. Tolerance & trust significantly improved interpersonal deviance but had no significant effect on organizational deviance. Employees with a high locus of control (internal control) could more easily control their emotions and reduce interpersonal deviance than employees with a low locus of control (external control) but this had no moderating effect on organizational deviance. The research shows that leaders should regularly care for and encourage each employee within their department, guide employees to recognize the organizational environment, establish an “insider” team, improve work efficiency, and incentivize “outsider” efforts. Subsequent studies can observe and capture employees’ emotions and subconscious behaviors through interviews and experiments to ensure the accuracy of the data. Supplementary Information The online version contains supplementary material available at 10.1007/s12144-022-03845-x.

The Influence of the COVID-19 Event on Deviant Workplace Behavior Taking Tianjin, Beijing and Hebei as an Example.

Background: Since the beginning of 2020, the Corona Virus Disease has broken out globally. This public health incident has had a great impact on the work and life of the public. Aim: Based on the event system theory, this article explored the influence of the "COVID-19" event on emotional exhaustion and deviant workplace behaviors. Methods: This survey's objects are employees working in Tianjin, Beijing, Hebei affected by the epidemic. Using the questionnaire star, the online platform of the Marketing Research Office of Peking University and "snowball" methods 700 questionnaires were collected. Results: The response rate was 89.71% (n = 700). Female employees are more sensitive to the perceived event strength of the novel coronavirus pneumonia than male employees (F = 10.94, p <0.001); Employees aged 30-40 affected by the epidemic have the highest level of emotional exhaustion (F = 5.22, p < 0.01); A higher education level leads to a higher level of emotional exhaustion (F = 4.74, p < 0.01); The emotional exhaustion is polarized with the annual family income (F = 4.099, p < 0.01). Conclusions: The novelty, disruption, criticality of the Corona Virus Disease event has had a positive impact on the emotional exhaustion of employees in the workplace; Emotional exhaustion plays a partly mediating role between event strength with constructive deviant behaviors, and destructive deviant behaviors. Emotional exhaustion has a positive effect on creative constructive deviant behaviors, challenging constructive deviant behaviors, and interpersonal destructive deviant behaviors. Emotional exhaustion has a negative impact on organizational destructive deviant behaviors, and has no significant impact on interpersonal constructive deviant behaviors.

The Influence of the COVID-19 Event on Deviant Workplace Behavior Taking Tianjin, Beijing and Hebei as an Example

Background: Since the beginning of 2020, the Corona Virus Disease has broken out globally. This public health incident has had a great impact on the work and life of the public. Aim: Based on the event system theory, this article explored the influence of the “COVID-19”event on emotional exhaustion and deviant workplace behaviors. Methods: This survey’s objects are employees working in Tianjin, Beijing, Hebei affected by the epidemic. Using the questionnaire star, the online platform of the Marketing Research Office of Peking University and “snowball”methods 700 questionnaires were collected. Results: The response rate was 89.71% (n = 700). Female employees are more sensitive to the perceived event strength of the novel coronavirus pneumonia than male employees (F = 10.94, p <0.001);Employees aged 30–40 affected by the epidemic have the highest level of emotional exhaustion (F = 5.22, p <0.01);A higher education level leads to a higher level of emotional exhaustion (F = 4.74, p <0.01);The emotional exhaustion is polarized with the annual family income (F = 4.099, p <0.01). Conclusions: The novelty, disruption, criticality of the Corona Virus Disease event has had a positive impact on the emotional exhaustion of employees in the workplace;Emotional exhaustion plays a partly mediating role between event strength with constructive deviant behaviors, and destructive deviant behaviors. Emotional exhaustion has a positive effect on creative constructive deviant behaviors, challenging constructive deviant behaviors, and interpersonal destructive deviant behaviors. Emotional exhaustion has a negative impact on organizational destructive deviant behaviors, and has no significant impact on interpersonal constructive deviant behaviors.