Passive-Avoidant Leadership and Deviant Workplace Behaviors

In today’s rapidly evolving workplace—shaped by pandemic‑era shifts, talent shortages, and second‑chance hiring practices—understanding the dynamics of leadership and misconduct is critical. Drawing on my doctoral research, “The Nexus of Passive‑Avoidant Leadership and Deviancy: Exploring Job Embeddedness,” this post unpacks how a hands‑off leadership style can unintentionally foster harmful behaviors, and what leaders can do to create a more ethical, engaged environment.

What Is Passive‑Avoidant Leadership?

Passive‑avoidant leadership encompasses two styles:

• Laissez‑faire leadership: a hands‑off approach where leaders delay decisions or remain absent when guidance is needed.

• Management‑by‑exception (passive): leaders intervene only when standards are breached or problems escalate.

Both subtypes share a reluctance to proactively engage, offer feedback, or set clear expectations—factors shown to negatively impact team performance and culture.

Deviant Workplace Behaviors Defined

Deviant behaviors are voluntary actions that violate organizational norms and harm productivity, collegiality, or the bottom line.

Examples include:

• Harassment, bullying, or gossip

• Theft, fraud, or misuse of company resources

• Chronic absenteeism, tardiness, or “slacking off”

• Ostracism or defamation of colleagues

Left unchecked, these behaviors can erode trust, increase turnover, and expose organizations to legal risks.

Key Findings from My Study

My quantitative research surveyed 217 individuals employed by “second‑chance” employers—organizations that hire candidates with criminal histories. Using the Multifactor Leadership Questionnaire, Global Measure of Job Embeddedness, and Deviant Behavior Scale, three primary insights emerged:

1. Passive‑avoidant leadership reliably predicts higher deviant behaviors. Leaders who avoid engagement create vacuums of accountability, enabling misconduct to flourish .

2. Job embeddedness does not buffer this relationship. Contrary to expectations, feeling “linked” or “fit” within the organization did not weaken the link between passive‑avoidant leadership and deviance .

3. Job embeddedness alone isn’t enough to curb deviant behaviors. Whether employees felt deeply embedded in their role and community had no direct effect on their tendency toward misconduct .

Collectively, passive‑avoidant leadership explained approximately 6.3% of the variance in deviant behaviors, underscoring that even a subtle lack of leadership involvement can have measurable, negative impacts .

Implications for Leaders and HR Professionals

These findings carry weighty implications across sectors:

• Leadership Development: Passive‑avoidant tendencies must be identified and replaced with proactive coaching, clear communication, and regular feedback loops.

• Policy & Culture: Robust codes of conduct and swift, transparent enforcement mechanisms deter misconduct more effectively than relying on employee “embeddedness.”

• Second‑Chance Hiring: Organizations committed to social impact must invest in structured onboarding and ongoing support—beyond mere job placement—to foster both performance and ethical behavior.

• Christian & Community Organizations: Biblical principles of stewardship and accountability remind leaders that neglecting their role erodes trust and integrity .

How SSCG Can Help

At Strategic Synergy Consulting Group, we combine research‑backed theory with hands‑on practice to transform leadership culture:

1. Active Leadership Workshops: Equip leaders to replace laissez‑faire habits with engaged, situational leadership skills.

2. Ethical Climate Assessments: Diagnose areas of vulnerability where passive leadership may permit deviance.

3. Custom Coaching & Accountability Plans: Foster a culture of feedback, recognition, and shared accountability.

4. Biblically Integrated Leadership Programs: Align organizational values with biblical tenets of stewardship, service, and integrity.

Moving Forward: Purpose‑Driven Leadership

Passive‑avoidant leadership, while seemingly benign, can open the door to a range of counterproductive behaviors. By proactively engaging teams—setting clear expectations, modeling accountability, and reinforcing ethical standards—leaders can prevent deviant behaviors before they start. At SSCG, our mission is to partner with organizations to build leadership capacity that not only drives performance but also upholds the highest standards of integrity and purpose.

About the Author

Dr. Anthony Da Silva, Air Force Veteran, Human Resources Professional—Managing Director and Co‑Founder of Strategic Synergy Consulting Group—holds doctoral degrees in Business Administration and Industrial/Organizational Psychology. His research focuses on leadership behaviors, workplace dynamics, and people‑centered strategies to foster thriving organizations.