Open AccessEmployees Working Behavior under Different Shades of Destructive Leadership
Author(s) -
Muhammad Bilal Kayani,
Imran Ibrahim Alasan,
Waqas Ali,
Shoib Hassan
Publication year - 2021
Publication title -
estudios de economía aplicada
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.123
H-Index - 6
eISSN - 1697-5731
pISSN - 1133-3197
DOI - 10.25115/eea.v39i10.5821
Subject(s) - counterproductive work behavior , psychology , personality psychology , social psychology , work (physics) , confirmatory factor analysis , work behavior , shadow (psychology) , applied psychology , public relations , organizational citizenship behavior , business , marketing , personality , organizational commitment , political science , mechanical engineering , engineering , service (business) , psychotherapist
Still, there is a lack of research on the dark side or destructive leadership. The purpose of this research is to add the literature on the two shades of destructive leadership, that are aversive and exploitative leadership, and their shadow in the form of counterproductive work behavior on the nursing professionals. Using 485 samples collected from the nurses of different hospitals of Pakistan, the model is tested through multiple linear hierarchical regressions, correlation analysis, and confirmatory factor analysis in Smart PLS software. The results reveal that people working under aversive and exploitative leaders are more likely to indulge in counterproductive work behavior. Still, proactive personalities have an essential impact which weakens the relationship between destructive leadership and counterproductive work behavior. Results of this study describe a vital requirement for corporate leaders to strengthen their recruitment process in such a way that people with aversive and exploitative attitudes ought to understand how to treat their subordinates before they enter top roles to discourage their workers from indulging in counterproductive behavior.