There Are Many Factors In An Organisation That May Lead

Unlike aggressive, violent, and abusive workplaces, where the intent to cause harm is apparent, incivility takes on more ambiguous forms, where the perceptions of the instigator, target, and observer(s), must factor together to determine intent (Andersson, 1999). General incivility, as a primary precursor to a toxic workplace, can be described as rude behavior, or a disregard for others within the organization, stemming from a lack of recognition, or ignorance, of co-workers emotions and values, often taking form in deviance as a protest of dissatisfaction (Kelloway, 2010), and leads to a downward spiral of malcontent. Pearson classifies Incivility as “Low-intensity deviant behavior with ambiguous intent to harm” stemming from “Anti-social behavior in violation of workplace norms for mutual respect”.Despite the intent, or lack thereof, the effects of incivility in the workplace are strictly damaging, and as such, must be addressed before spiraling out of control. Examples of workplace incivility include ignoring advice and belittling ideas, lack of active listening, taking credit for shared work and public criticism or insults (Johnson, 2001). Even negative

This following will outline my personal leadership practices and potential future leadership. To analyze my leadership qualities I will use the Seven Habits Profile and a leadership theory to determine my strengths, weaknesses, and areas of opportunity for improvement. In conclusion, I will determine the best recommendations for long-term improvement as well as SMART goals, or short-term courses of action, for leadership improvement.

There are many ways to define leadership, but perhaps the most laconic as well as accurate definition is presented in Peter G. Northouse's Leadership: Theory and Practice book (Northouse, 2013, p.5): "Leadership is a process whereby an individual influences a group of individuals to achieve a common goal". Individuals, engaged in leadership, use influence to solve challenges, which the groups under their leadership face, in order to succeed in their common goals.

Recommendations for managers who demand to be leaders are to appearance compassion. To be a leader a person needs to see the world as an opportunity to change. They need to accept the employees ' dilemmas. Respect the assessment of the advisers and accomplish decisions that will be acceptable not only for them but the

I believe that it is important to understand that job satisfaction has an impact on job performance. In my personal experiences I have seen management completely oblivious to the concerns of their staff that had a negative impact on job satisfaction. The text cites 300 studies that found that organizations with

This paper commendably addresses the interactions between agreeableness, types of lies and counterproductive workplace behaviors (CWBs). CWBs not only cost the organization money, but also disrupt the harmony of professional relationships between the employees, and is considered a major issue. The study provides insights on range of acceptability with regards to lying and developed a Range of Acceptability (ROA) scale to understand its impact on CWBs. This paper provides information on the predictors of CWBs which can be utilized by organizations to devise policies and guidelines that explicitly state unethical behaviors and to control CWBs. This paper can make a good contribution to the field of behavioral sciences and has a number of positive features: the study variables are clearly explained with related research and appropriate examples, multiple established scales are used to measure the variables individually and adequate number of questionnaire items have been utilized to examine the relationships between the study variables. This paper also provides suggestions for future research to implement methods other than the self-reporting method to examine the interactions, and to study the impact of self-concept and priming

Trevino (1986) believes that the organizational norms are a level of cultural manipulation that guides individual's behavior and dictates what is and is not appropriate which allow individuals to judge others in different situations. As a result, the pressure placed for compliance with ‘ethical' norms of an organization is the manipulation of culture to encourage employees to follow rules reflecting soft-domination in the post-bureaucratic era. (Higgins, Power, & Kohlberg, 1984 cited from Kurtines and Gewirtz, 1987) This is further emphasized by Treviño, Weaver, Gibson & Toffler's (1999) research. It states that employees are willing to report other's misconducts when unethical behavior is displayed rather than their own offenses in order to prevent social segregation. (Treviño, Weaver, Gibson & Toffler, 1999) In contrast, the views and values that are not clear are known to be weaker cultures that tend to exist with introductions of many subcultures that alter the norm for ethical behavior. (Trevino, 1986) Organizational management in the bureaucratic era reveals higher levels of unethical behavior because of the heavy links to the hierarchical structure that are valued. (Chen, Sawyers & Williams, 1997 and Trevino, 1986) Inversely, the post-bureaucratic era has lower levels of unethical behavior due to the management based on trust, empowerment, personal treatment and shared responsibility. (McKenna, Garcia‐Lorenzo & Bridgman, 2010 and Trevino, 1986) Thus, individual behavior is inevitably manipulated through culture. (Chen, Sawyers & Williams,

Either doing little to not work or stealing cash and product violates a common company's morality. If this kind of behavior is not punished immediately, it will become a bad model in an organization. Employees in the company will start to treat unethical behavior as something that can be tolerated. Even worse, employees may "imitate the inappropriate conduct" (Treviño, 2005, p. 72), which will bring damages from both material and cultural perspectives. It is also undoable to try to only punish other employees.

David O. Friedrichs provided more accurate definition of occupational deviance because the term seems to be applied to activities drifted away from the original meaning of White Collar crime. It’s blended with the term conventional crime. Edwin Sutherland introduced the concept of white-collar crime in 1939. There were conceptual confusions with the term occupational crime, occupational deviance, and workplace crime because these terms are combined with white-collar crime. Friedrichs (2002) defined occupational deviances as “characterized as activity undertaken for one’s own gain, or to cope with workplace stress, and not for the benefit of one’s employer or organization” (p.249).

There are stories around the world about corruption and unethical leadership; these stories often make headlines in newspapers, magazines, and televised news programming. There is an abundance of immorality in the workplace; at the scale is at, it should be considered a plague. It runs rampant in all forms of business, in white collar crime and blue collar crime. White collar crime itself is the practice and history of unethical and inauthentic leadership in the professional world. Thus, while the direct and superficial focus is authentic leadership and behavioral integrity, the

Men and women differentiate in their understanding of ethics. One of the primary places where this is shown is in negotiations. Through looking at “moral identity strength,” the degree to which people internalize moral traits in their identities to look at the depths of how different genders internalize morality, one can began to understand the differences between men and women in negotiations This competition in negotiations makes men and women act differently. Men are more likely to act unethically in negotiations. Financial incentives impact both genders and make people stray away from their initial moral identity. The higher the financial incentive, the more likely a

The report further showed that seventy-seven percent of all frauds in the study were committed by individuals working in one of six departments: accounting, operations, sales, executive/upper management, customer service and purchasing. Most perpetrators of occupational fraud are first-time offenders with clean employment histories. Approximately 87% of the perpetrators had never been charged or convicted of a fraud-related offense, and 84% had never been punished or terminated by an employer for fraud-related conduct. In eighty-one percent of cases, the perpetrators displayed at least one behavioral red flag among behaviors that are often associated with fraudulent conduct—living beyond their means, financial difficulties, unusually close association with vendors or customers, and excessive control issues were the most common behavioral warning signs addressed in the

Personal characteristics of workers also has an impact on job satisfaction. Job satisfaction increases age. Whites have greater job satisfaction than non-whites. The level of education is slightly negatively related to job satisfaction. If personal skills and abilities are not required by a job, job satisfaction decreases. When a person is more adjusted personally, they will be more satisfied with work. Most of all having a job with decent and fair wage may be the most important variable to job satisfaction. High job satisfaction is associated with low turnover and low absenteeism and with high commitment. Although the evidence is not conclusive, high job satisfaction is associated with high performance and prosocial behaviors.

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the

Dissatisfied and satisfied employees in the workplace can affect their productive and job performance. The work place, promotions, advancements, and supervisors are things that can cause an employee to be satisfied or dissatisfied at work. In my workplace some of my supervisors have driven my attitude. Robbins (2007) states, “attitudes are evaluative statements-either favorable or unfavorable-about objects, people or events.” (Robbins and Judge, 2007, p. 75) When I was first promoted to Sergeant and transferred to supervisor the Criminal Investigations Unit, I was excited about the new opportunity and the knowledge I would learn and give. My attitude towards the workplace and towards my employees was high and willing to help or produce a positive work environment. As a Christian in a non-Christian workplace, a great attitude towards job satisfaction can be found in the Bible. In Ecclesiastes 5:18 (New Living Translation), it says, “I have noticed one thing, at least, that is good. It is good for people to eat, drink, and enjoy their work under the sun and during the short life God has given them.” The workplace can be stressful but when you have good leadership they can effectively change the attitude of the people they serve.