Positive Deviance and Leadership: An Exploratory Field Study

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dc.contributor.authorMertens, Willem
dc.contributor.authorRecker, Jan
dc.date.accessioned2016-12-29T00:10:40Z
dc.date.available2016-12-29T00:10:40Z
dc.date.issued2017-01-04
dc.description.abstractPositive 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. \
dc.format.extent10 pages
dc.identifier.doi10.24251/HICSS.2017.025
dc.identifier.isbn978-0-9981331-0-2
dc.identifier.urihttp://hdl.handle.net/10125/41175
dc.language.isoeng
dc.relation.ispartofProceedings of the 50th Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectConstructive Deviance
dc.subjectEmpowerment
dc.subjectInnovation
dc.subjectLeadership
dc.subjectPositive Deviance
dc.titlePositive Deviance and Leadership: An Exploratory Field Study
dc.typeConference Paper
dc.type.dcmiText

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