The Leader's Behavioral Integrity and Its Impact on Reducing Workplace Deviance An Exploratory Study of the Opinions of a Sample of Employees in Selected Public Banks in the Middle Euphrates Provinces

Abstract

This study aimed to explore the impact of the leader's behavioral integrity on reducing workplace deviance. The field study was conducted in branches of Al-Rafidain and Al-Rasheed Banks operating in the Middle Euphrates region (Najaf, Diwaniyah, Karbala, and Babylon), which were selected as the research community. The sample consisted of 241 employees from various administrative levels working in these banks.

The study adopted a descriptive exploratory approach to collect, analyze, and interpret the data. A structured questionnaire was used as the main tool for data collection from the selected sample. The research problem was framed in the following main question: "Does the leader’s behavioral integrity contribute to reducing deviant behavior in the workplace?"

To answer this question and its associated sub-questions, the collected data were analyzed using a set of advanced statistical methods, including regression analysis,employing SPSS (version 28) and Smart PLS software. The findings of the study revealed a statistically significant relationship between the leader’s behavioral integrity and workplace deviance. Specifically, higher levels of behavioral integrity among leaders were associated with lower levels of deviant behavior among employees. This highlights the critical role of integrity as a core leadership behavior in regulating job performance and minimizing unethical practices within the organizational environment. The study concluded with several recommendations, most notably the necessity of embedding the values of integrity, justice, and wisdom as fundamental components of the organizational culture in banking institutions. This can be achieved through effective training programs and ethical leadership practices. The study also recommended the adoption of administrative policies that reinforce ethical behavior and align professional values with performance evaluation criteria. Furthermore, it called for the development of mechanisms for evaluating and selecting administrative leaders based on behavioral integrity indicators.