Positive Deviance and Leadership: An Exploratory Field Study
Date
2017-01-04
Authors
Contributor
Advisor
Department
Instructor
Depositor
Speaker
Researcher
Consultant
Interviewer
Narrator
Transcriber
Annotator
Journal Title
Journal ISSN
Volume Title
Publisher
Volume
Number/Issue
Starting Page
Ending Page
Alternative Title
Abstract
Positive deviance refers to behavior that deviates from the norms of the reference group and has positive effects on the organization. It is an endogenous source of organizational creativity that has been shown to be powerful tool for learning and change. Despite growing interest, little remains known about the factors that stimulate positive deviance; in particular, how management can enable its emergence. In this paper, we explore the relationship between leadership and positive deviance through a conversion mixed methods field study of two hierarchical layers of store management in a large Australian retailer. Our findings indicate that management can best enable the emergence of positive deviance by combining empowering leadership behaviors with adequate levels of contingent reward and monitoring behaviors. These findings suggest that, depending on the frame of reference, positive deviance may emerge as a source for innovation that is endogenous to routines, rather than deviance from routines. \
Description
Keywords
Constructive Deviance, Empowerment, Innovation, Leadership, Positive Deviance
Citation
Extent
10 pages
Format
Geographic Location
Time Period
Related To
Proceedings of the 50th Hawaii International Conference on System Sciences
Related To (URI)
Table of Contents
Rights
Attribution-NonCommercial-NoDerivatives 4.0 International
Rights Holder
Local Contexts
Email libraryada-l@lists.hawaii.edu if you need this content in ADA-compliant format.