Effect of Destructive Leadership on Workplace Deviance and Interpersonal Deviance: Mediating Role of Emotional Exhaustion

Qaiser Nadeem, Imran Saeed and Henna Gul
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Qaiser Nadeem: The University of Agriculture, Peshawar, Pakistan
Imran Saeed: The University of Agriculture, Peshawar, Pakistan
Henna Gul: The University of Agriculture, Peshawar, Pakistan

International Journal of Business and Economic Affairs (IJBEA), 2020, vol. 5, issue 5, 256-271

Abstract: The current research study is an attempt to investigate the effect of destructive leadership on workplace deviance and interpersonal deviance. The study was also examined whether emotional exhaustion mediates the relationship among destructive leadership and workplace deviance and interpersonal deviance. In order to test the specified relationship, 326 administrative staff was selected to participate in the study through sampling random technique. For data collection, a close-ended questionnaire with a Likert five-point type scale was used. For instruments validity, exploratory factor analysis was used, and Cronbach alpha was used for instruments reliability. Therefore, the study found positive and significant relation between destructive leadership on interpersonal deviance and workplace deviance. The result of mediation analysis is that emotional exhaustion found a significantly and positively mediate between independent and dependent variable. The study concludes that how to make perfect destructive leadership leads destructive leadership affects (interpersonal deviance and organizational deviance) and emotional exhaustion how these relations mediate. The Current research study recommended that destructive leadership could harm the employees health by causing stress, and also increased absenteeism and job lower performance, so it should be prevented to run the organization smoothly. Implications, limitations and exploring the area are also explained.

Keywords: Destructive leadership; Exhaustion; Personality; Deviance (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:aya:ijbeaa:2020:p:256-271

DOI: 10.24088/IJBEA-2020-55005

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