Researchers and practitioners are increasingly interested in deviant behavior in the workplace. The number of studies examining issues such as fraud, vandalism, theft, lying, spreading malicious rumors, effort denial, aggressive behavior, and sexual harassment in the workplace is increasing rapidly (Griffin , O'Leary-Kelly and Collins, 1998). The growing interest in counterproductive behavior is obviously explained by the increasing prevalence of this type of behavior in the workplace and the enormous costs associated with it (Peterson, 2002). Several studies have documented not only the financial impact, but also the social and psychological effects of negative work behavior on the organization (Hollinger & Clark, 1982, 1983; Murphy, 1993; Robinson & Greenberg, 1998). The losses produced by employee deviance and delinquency have been found to be enormous (Robinson and Bennett, 1995). Workplace deviance has been defined as voluntary behavior that violates important organizational norms and, in doing so, threatens the well-being of an organization, its members, or both (Robinson & Bennett, 1995). Deviant behavior at work has been the subject of several studies and this concept can undoubtedly be considered the most developed (Bennett and Robinson, 2000; Robinson and Bennett, 1995; Robinson and Greenberg, 1998). Researchers empirically developed a comprehensive typology of deviant workplace behaviors and validated potential methods for measuring workplace deviance. This article focuses on the concept of deviant workplace behavior as defined by Robinson and Bennett (1995). An empirical typology of workplace deviance was developed using a multidimensional scaling procedure. The results ...... middle of paper ...... employees are constantly displayed in the presence of or towards other employees, they will internalize it when this event occurs repeatedly; thus, they will display certain types of deviant behaviors themselves in response to business and job outcomes. Based on these previous explorations of the possible cause of workplace deviance and social cognitive theory, we believe that workplace deviances of the manager or employee that destroy organizational ethics. the climate and norms will have a great influence on the deviant work behaviors of other employees. Following this logic, we ask the following research questions: are deviant work behaviors transmitted from managers to employees? Is deviant behavior at work transmitted from employees to other employees? What types of deviant workplace behaviors could be transmitted to other employees? Do different deviant behaviors at work spread differently?