Just because I like you: Effect of leader–member liking on workplace deviance

We tested a theoretical model to explain how and why leader–member liking influences employees’ workplace deviance, with leader–member exchange as a mediator and implicit prototype as a moderator. Participants were 227 employee–leader dyads from work teams at 3 Chinese companies in Beijing, who completed surveys at baseline and again 2 months later. The results were as follows: (a) leader–member liking decreased workplace deviance, (b) leader–member exchange mediated the relationship between leader–member liking and workplace deviance, and (c) both implicit leadership prototype and implicit followership prototype moderated the relationship between leader–member liking and leader–member exchange. We have revealed the impact of positive emotion on negative workplace behavior and also provided a simple way to approach the seemingly complex issue of staff management.