Managerial assertiveness and constructive deviance: Explaining the mediating role of political networking in Iranian State Universities.

Document Type : Research Paper

Authors

1 lu

2 LU

Abstract

The abundance of abusive and sometimes conflicting rules and the existence of numerous oversight bodies have led the managers of organizations to become merely subscribers to the rules of notification and to exclude any initiative and innovation in the interests of the organization and with regard to social anomalies. However, the assertiveness of manager and his ability to create political networks can help to circumvent the restrictive regulations in the interests of the organization and to withdraw from the deadlock of the law. The purpose of this study was to investigate the effect of manager's assertiveness on creative deviant behaviors in organization considering the mediating role of political networking in Iranian public universities. The present research is applied in terms of purpose and descriptive-analytical correlational based on the research method. The statistical population of the study consisted of 425 Deputy Directors and Managers of Iranian Government Universities. The statistical population of the study consists of 425 deputies and financial managers of Iranian public universities, of which 202 were selected as a sample according to Morgan table. In order to measure the variables of the research, the questionnaires of Flynn (2007), Gallerin (2002) and Jean and Pierce (1996) were used to measure Manager's assertiveness, creative deviation and political networking. To analyze the data, Structural Equation Modeling and PLS software were used. The findings of the research showed that manager's assertiveness has a positive significant effect on the constructive deviance behavior as well as on the political networking of the people at the workplace. The political networking variable also reinforces the relationship between Manager's assertiveness and constructive deviance in an incremental direction.

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References

 
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Organizational Behaviour Studies Quarterly
Volume 9, Issue 3 - Serial Number 35
September 2020
Pages 85-104

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