From the Air Force to HR: Dr. Anthony Da Silva on Leading Against Deviant Workplace Behavior

In the modern workplace, leaders are expected to do more than assign tasks—they're called to shape culture, reinforce ethical behavior, and prevent harm. Yet, deviant workplace behaviors continue to cost organizations billions annually in lost productivity, legal issues, theft, and damaged morale.

Drawing from my experience as a multi-site human resources professional and former military member, this post explores what managers can do to identify, understand, and reduce deviant workplace behaviors—especially in the context of passive-avoidant leadership and second-chance employment.

What Are Deviant Workplace Behaviors?

Deviant workplace behaviors (DWBs) are actions by employees that intentionally violate organizational norms and harm either the organization (e.g., theft, fraud, absenteeism) or individuals (e.g., harassment, gossip, bullying). These behaviors can be subtle or overt—but they all damage trust and performance.

75% of employees admit to committing at least one deviant workplace behaviors.

Recent studies estimate that DWBs cost U.S. organizations between $6 and $200 billion annually, impacting morale, productivity, and safety (Bennett & Robinson, 2000). Even more alarming, 75% of employees admit to committing at least one form of workplace deviance, from time theft to sabotage.

The Leadership Link: Why Passive-Avoidant Leaders Fuel the Fire

In my dissertation research, I found a significant correlation between passive-avoidant leadership and increased deviant workplace behaviors. This leadership style—marked by indecisiveness, lack of intervention, and disengagement—creates a vacuum where misconduct can thrive.

For example:

• Laissez-faire leaders tend to avoid conflict and decision-making altogether.

• Passive management-by-exception leaders only act when serious problems arise.

In both cases, employees are left without guidance, accountability, or a sense of shared purpose—conditions that make unethical behavior more likely.

What Managers Can Do: Lessons from Military and Research

The Anthony Da Silva Air Force background taught me that passivity in leadership is not neutral—it is dangerous. In high-stakes environments, failure to act puts people and missions at risk. The same is true in business.

1. Recognize Passive Patterns in Leadership

Managers must self-assess:

• Am I avoiding difficult conversations?

• Do I delay addressing performance issues?

• Do my employees have clarity and accountability?

If the answer is yes, it’s time to recalibrate leadership behavior.

2. Establish Clear Expectations and Accountability

Deviant behaviors thrive in ambiguity. Set clear behavioral expectations, reinforce core values, and consistently address misconduct early—before it escalates.

3. Implement Active Coaching and Feedback

Leaders should move from oversight to engagement. Coaching check-ins, feedback loops, and mentoring help employees feel seen, supported, and responsible.

4. Focus on Job Embeddedness

Job embeddedness refers to the strength of an employee’s ties to their role, organization, and community. My research showed that while embeddedness didn’t moderate passive leadership’s influence on deviance, it remains a critical factor in retention and engagement.

Support embeddedness by:

• Building team camaraderie

• Connecting work to purpose

• Offering growth and development pathways

5. Create Safe Channels for Reporting Misconduct

Deviant behavior often goes unreported when employees fear retaliation. Foster psychological safety and offer multiple reporting mechanisms (anonymous hotlines, HR liaisons, open-door policies).

Special Considerations: Second-Chance Employees

Many organizations now serve as second-chance employers, hiring individuals with criminal records. While this expands opportunity, it also necessitates strong leadership, structured onboarding, and clear behavioral standards.

Research shows that when second-chance employees are given supportive leaders and meaningful work, recidivism drops and retention increases. Passive leadership, however, only reinforces the very risks employers aim to avoid.

Final Thoughts

The takeaway from both research and real-world leadership is clear: Deviant behavior is not just a reflection of employee character—it’s a reflection of leadership culture.

My doctoral research and personal experience reinforced a simple but vital truth: leaders must be present, principled, and proactive. Whether on the battlefield or in the boardroom, inaction is not a neutral stance—it’s an invitation for disorder.

If you’re a manager or HR professional concerned about workplace behavior, now is the time to evaluate not just your policies—but your presence.

About the Author: Anthony Da Silva is an Air Force Veteran and a multi-site Human Resources professional, and author of a doctoral dissertation on the relationship between leadership and workplace deviance. As co-founder of Strategic Synergy Consulting Group, he helps organizations create stronger cultures through intentional leadership and evidence-based strategies.