Summary of key differences between maverick deviance and workplace deviance
| Maverick deviance (positively positioned) | Workplace deviance (negatively positioned) | |
|---|---|---|
| Value-behavior relationship | Values based behaviors aligned with delivering organizational outcomes or broader societal expectations | Behaviors based on individual needs, wants and desires |
| Motivations for rebellion | Rebels-with-a-cause rebelling against systems, structures, people and processes that impede all employees’ performance | Rebels rebelling against systems, structures, people and processes that get in their way around individual performance |
| Status quo | Constructively challenges norms to bring awareness to organizations of the assumptions behind decisions which are reinforcing constrained and limited thinking | Challenges norms that they find constraining or disagreeable |
| Bureaucratic engagement | Politically savvy, successfully navigating internal politics and bureaucracy | May clash with internal politics and bureaucracy in the desire to fulfill their own agenda |
| External perception | Seen to operate in a functional and beneficial way. May be perceived as somewhat troublesome prior to achieving the success which garners them respect and recognition | Perceived as troublesome, maladaptive and/or dysfunctional |
| Maverick deviance (positively positioned) | Workplace deviance (negatively positioned) | |
|---|---|---|
| Value-behavior relationship | Values based behaviors aligned with delivering organizational outcomes or broader societal expectations | Behaviors based on individual needs, wants and desires |
| Motivations for rebellion | Rebels-with-a-cause rebelling against systems, structures, people and processes that impede all employees’ performance | Rebels rebelling against systems, structures, people and processes that get in their way around individual performance |
| Status quo | Constructively challenges norms to bring awareness to organizations of the assumptions behind decisions which are reinforcing constrained and limited thinking | Challenges norms that they find constraining or disagreeable |
| Bureaucratic engagement | Politically savvy, successfully navigating internal politics and bureaucracy | May clash with internal politics and bureaucracy in the desire to fulfill their own agenda |
| External perception | Seen to operate in a functional and beneficial way. May be perceived as somewhat troublesome prior to achieving the success which garners them respect and recognition | Perceived as troublesome, maladaptive and/or dysfunctional |
Source(s): Derived from review of literature presented in Tables 1 and 2
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