Psychological entitlement, egoistic deprivation and deviant behavior among cabin crews: an attribution theory perspective

Purpose
This study aims to report on the impact of psychological entitlement and egoistic deprivation on interpersonal and organizational deviant behavior among cabin crews. As a neglected theory in organizational research, attribution theory is used to link psychological entitlement to interpersonal and organizational deviant behavior through the mediating effect of egoistic deprivation.

Design/methodology/approach
A questionnaire survey was conducted in governmental and public airline companies in Iran. The survey yielded 294 effective questionnaires. Study relationships were gauged using structural equation modeling.

Findings
According to the results, psychological entitlement boosts cabin crews’ egoistic deprivation and interpersonal and organizational deviant behavior. Consistent with hypothesized proposition, cabin crews’ egoistic deprivation fosters interpersonal deviant behavior. Particularly, it appears that egoistic deprivation among cabin crews partially mediates the effect of psychological entitlement on interpersonal deviant behavior. Contrary to the authors’ prediction, egoistic deprivation does not act as the mediator in the relationship between psychological entitlement and organizational deviant behavior.

Originality/value
This study sheds light on relatively limited psychological entitlement literature by extending attribution theory to cabin crews’ deprivation and workplace deviant behavior.