scholarly journals Transformational Leadership, Ethical Leadership, and Participative Leadership in Predicting Counterproductive Work Behaviors: Evidence From Financial Technology Firms

2021 ◽  
Vol 12 ◽  
Author(s):  
Stanley Y. B. Huang ◽  
Ming-Way Li ◽  
Tai-Wei Chang
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Ethical Leadership ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Participative Leadership ◽  
Latent Growth ◽  
Mediating Role ◽  
Engagement Theory ◽  
First Time

Counterproductive work behaviors are a crucial issue for practice and academic because it influences employees’ job performance and career development. The present research conceptualizes Kahn’s employee engagement theory and employs transformational leadership, ethical leadership, and participative leadership as its antecedents to predict counterproductive work behaviors through a latent growth model. The present research collected empirical data of 505 employees of fintech businesses in Great China at three waves over 6 months. The findings revealed that as employees perceived higher transformational leadership, ethical leadership, and participative leadership at the first time point, they may demonstrate more positive growths in employee engagement development behavior, which in turn, caused more negative growths in counterproductive work behaviors. The present research stresses a dynamic model of the three leaderships that can alleviate counterproductive work behaviors through the mediating role of employee engagement over time.

scholarly journals Workplace Ostracism and Counterproductive Work Behaviors: The Chain Mediating Role of Anger and Turnover Intention

2021 ◽  
Vol 12 ◽  
Author(s):  
Yingge Zhu ◽  
Denghao Zhang
Keyword(s):  
Turnover Intention ◽  
Anger Expression ◽  
Mediating Effect ◽  
Counterproductive Work Behaviors ◽  
Trait Anger ◽  
Work Behaviors ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
The Relationship

This study aims to explore the mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors. A two-stage follow-up survey of 426 employees born after 1990 was conducted using the Workplace Ostracism Scale, Counterproductive Work Behaviors Scale, Trait Anger subscale of the State-Trait Anger Expression Inventory, and Turnover Intention Scale. Workplace ostracism was found to be significantly positively correlated with anger, turnover intention, and counterproductive work behaviors. Furthermore, anger and turnover intention both separately and serially mediated the relationship between workplace ostracism and counterproductive work behaviors. This study confirms the chain mediating effect of anger and turnover intention on the relationship between workplace ostracism and counterproductive work behaviors.

scholarly journals Interactional Justice and Counterproductive Work Behaviors: The Mediating Role of Negative Emotions

2012 ◽  
Vol 40 (8) ◽  
pp. 1341-1355 ◽  
Author(s):  
Jeanne Le Roy ◽  
Marina Bastounis ◽  
Jale Minibas -Poussard
Keyword(s):  
Cognitive Theory ◽  
Negative Emotions ◽  
Interactional Justice ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Insurance Company ◽  
Mediation Effects ◽  
Informational Justice ◽  
Mediating Role ◽  
The Relationship

Perceptions of interactional justice have been shown to explain why employees engage in counterproductive work behaviors (CWB; Bies, 2005). However, the processes involved in this relationship have yet to be clarified. In this study, we drew on the cognitive theory of emotions and extended work published on the mediating role in this relationship (Fox & Spector, 1999) by conducting a survey with insurance company employees (N = 187). Data analyses confirmed that CWB are significantly predicted by both low perceived interactional justice and negative emotions. In addition, 2 significant mediation effects were observed: (a) perceived anger mediates the relationship between low perceived interpersonal justice and active CWB, and (b) perceived fear mediates the relationship between low perceived informational justice and passive CWB. The theoretical and organizational implications of these findings are discussed.

scholarly journals The Impact of Transformational Leadership and Peceived Organizational Support on Organizational Commitment: The Mediating Role of Employee Engagement

2019 ◽  
Vol 1 (4) ◽  
Author(s):  
KHANSA PUTRI SYADINA ◽  
RATNO PURNOMO ◽  
ADE IRMA ANGGRAENI
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Employee Engagement ◽  
Organizational Support ◽  
Mediating Role ◽  
Permanent Employees ◽  
Sense Of Satisfaction ◽  
The Impact ◽  
The Relationship

This study aims to determine the influence of transfromational leadership, perceivedorganizational support, and employee engagement of organizational commitment. Thesurvey was conducted at Inspectorate Bekasi. There were 57 respondents selected throughpurposive sampling method. Respondents are permanent employees in the organizationand work for a minimum of five years. Based on the results of research by using multipleregression, and causal step mediation method, it can be conclude : (1) transformationalleadership has a positive affects to employee engagement, (2) perceived organizationalsupport has no positive affects to employee engagement, (3) transformational leadershiphas a positive affects to organizational commitment, (4) perceived organizationalcommitment has a positive affects to organizational commitment, (5) employee engagementhas a positive affects to organizational commitment, (6) employee engagement mediatesthe relationship between transformational leadership towards organizational commitment,and (7) employee engagement doesn’t mediates the relationship between perceivedorganizational support towards organizational commitment. The implication of this researchis if an organization has employees who instill a sense of employee engagement whoalways proud, enthusiasm of their work, and time feels fast at work will greatly affectorganizational commitment. Then, if having a transformational leader that directs themission to the organization, has a purpose, and expressed a sense of satisfaction inemployees will be able to increase the sense of employee engagement and organizationalcommitment. In addition, organizations that concerning of employees welfare, pride inemployees achievement, and appreciate the contribution of employees can also increaseorganizational commitment in Inspectorate Bekasi

scholarly journals The Open Door to Prevent Counterproductive Work Behavior: ethical leadership

2019 ◽  
Vol 9 (1, 2 e 3) ◽  
Author(s):  
Halime Göktaş Kulualp ◽  
Cenk Murat Koçoğlu
Keyword(s):  
Ethical Leadership ◽  
Leadership Behaviors ◽  
Negative Impact ◽  
Leadership Behavior ◽  
Counterproductive Work Behavior ◽  
Work Behavior ◽  
Counterproductive Work Behaviors ◽  
Work Behaviors ◽  
Survey Technique ◽  
Business Behavior

The aim of this study is to determine the effect of ethical leadership behavior on counterproductive behaviors. Data were obtained using the survey technique. The sample of the study consists of 252 employees who work in four - and five - star hotels in Istanbul. According to the results of the analysis, it is found that the "abuse" dimension is the most powerful dimension in order to explain counterproductive work behavior. Counterproductive business behavior is negatively affected by ethical leadership behaviors. In addition, ethical leadership has a negative impact on behaviors related to abuse, withdrawal, theft, sabotage, and deviation from production and service, which have counterproductive business behavior dimensions. Keywords: Ethical Leadership. Counterproductive Work Behaviors. Hotel Employees.

scholarly journals Influence of idealized influence on employee engagement in parastatals in the energy sector in Kenya

2019 ◽  
Vol 8 (5) ◽  
pp. 123-135
Author(s):  
Doris Change ◽  
Teresia Kavoo Linge ◽  
Damary Sikalieh
Keyword(s):  
Transformational Leadership ◽  
Employee Engagement ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Linear Regression Analysis ◽  
Employee Motivation ◽  
Energy Sector ◽  
Idealized Influence ◽  
Transformational Leadership Style ◽  
The Relationship

Parastatals continue to experience difficulties in trying to achieve employee engagement. Consequently, governments have transitioned to the transformational leadership style to effectively achieve employee engagement. Nevertheless, it is still ambiguous whether the institution of transformational leadership style dimensions has boosted employee engagement levels in parastatals in Kenya. The objective of the study was to investigate the influence of idealized influence on employee engagement in parastatals in the energy sector in Kenya. Also, the study sought to determine the moderating influence of employee motivation on the relationship between idealized influence and employee engagement. This study targeted the 10 parastatals within the energy sector in Kenya with a population of 315 middle-level managers. The study adopted a positivist research philosophy to examine how idealized influence influences employee engagement and data were collected using structured questionnaires. A correlational research design was conducted with the purpose of determining the strength of the relationship between parameters of idealized influence and employee engagement in parastatals in the energy sector in Kenya. The findings showed that employee engagement has a statistical significant relationship with charisma, r(166) = 0.590, p < 0.01; ethical leadership, r(165) = 0.553, p < 0.01; teamwork, r(166) = 0.531, p < 0.01. Multiple linear regression analysis revealed that employee motivation positively and significantly moderates the relationship between idealized influence and employee engagement, R2= 0.405, F(2, 159) = 54.100, p <0.05, β = 0.225,  p < 0.05. The study concluded that charisma, ethical leadership, teamwork, and employee motivation positively enhance employee engagement.

scholarly journals PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN IKLIM ORGANISASI TERHADAP EMPLOYEE ENGAGEMENT SERTA DAMPAKNYA TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR

2019 ◽  
Vol 8 (4) ◽  
Author(s):  
Lalu Jagat Firman Hadinata ◽  
Surati Surati ◽  
Lalu Suparman
Keyword(s):  
Transformational Leadership ◽  
Organizational Climate ◽  
Employee Engagement ◽  
Leadership Style ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Significant Positive Effect ◽  
Mediating Role ◽  
Transformational Leadership Style ◽  
Positive Effect

This study examines the effect of transformational leadership style and organizational climate on employee engagement and OCB on NTB Provincial Secretariat staff. Specifically the purpose of this study was to determine the significance of the influence of transformational leadership style, organizational climate and employee engagement on employee OCB, find out the significance of the influence of transformational leadership style and organizational climate on employee engagement, as well as knowing the mediating role of employee engagement variables in Provincial Regional Secretariat employees NTB. The population of this study was all employees who served in the NTB Provincial Secretariat were 378 respondents. There were 237 questionnaires that were received back or the questionnaire return rate was very high because it reached 62.70 percent, then the data collected was further analyzed. This research uses structural equation modeling (SEM analysis) with AMOS applications. The results showed that transformational leadership style and employee engagement had a significant positive effect on OCB, while organizational climate did not significantly influence OCB. Transformational leadership style and organizational climate have a significant positive effect on employee engagement. For the mediation effect of employee engagement, there is a full mediating role in the influence of transformational leadership styles and organizational climate on OCB.Keywords :Transformational Leadership Style, Organizational Climate, Employee Engagement, OCB.

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