Impact of Transformational Leadership Styles on Opportunistic Behavior of Employees in Enterprises: A Case Study in Vietnam

Thi Minh Phuong Nguyen (), Thi Thuy Quynh Nguyen, Thi Bich Lien Nguyen and Quang Bach Tran ()
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Thi Minh Phuong Nguyen: College of Economics, Vinh University
Thi Thuy Quynh Nguyen: College of Economics, Vinh University
Thi Bich Lien Nguyen: College of Economics, Vinh University
Quang Bach Tran: College of Economics, Vinh University

Chapter Chapter 18 in Global Changes and Sustainable Development in Asian Emerging Market Economies: Volume 2, 2024, pp 295-311 from Springer

Abstract: Abstract This study aims to test the impact of transformational leadership styles on opportunistic behavior of employees in enterprises in Vietnam. The study uses quantitative research method by structural equation modeling (SEM). With investigation scale of 632 samples, who are managers at different levels in the enterprises, research results show that transformational leadership style has both direct and negative impacts and indirect impact on opportunistic behavior of employees through the intermediary factors of knowledge sharing at work and followers’ loyalty in enterprises. Concurrently, loyalty has also been proved to have a negative impact on risk in management activities. On that basis, the study proposes several recommendations to enhance the effectiveness of transformational leadership styles in order to inhibit the opportunistic behavior of employees in enterprises.

Keywords: Transformational leadership style; Opportunistic behavior; Knowledge sharing; Loyalty; Risk in management activities (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-031-68842-3_18

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DOI: 10.1007/978-3-031-68842-3_18

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