Review of Public Administration and Management

Abstract

Transformational Leadership: Antidote to Employee Counterproductive Work Behaviour (CWB)

Richard Sae Brenyah*

Purpose: The purpose of this paper is to explore the relationship between transformational leader behaviour and follower Counterproductive Work Behaviour (CWB) within the public sector of a developing country.

Design/methodology/approach: The paper explores the extent to which transformational leader behaviour affects employees' Counterproductive Work Behaviour (CWB) using quantitative methodology.

Findings: Results from the multiple regression analysis support the hypothesis that transformational leadership style is negatively related to the CWB of employees in the public sector of Ghana. Specifically, the two dimensions of the transformational leader that have impact most on CWB of employees was intellectual stimulation followed by individualised consideration.

Practical implication: The study has brought to bear the specific dimension of transformational leadership that effect employees CWB most. Specifically, it showed that the dimension of the transformational leader which has the most impact on CWB is intellectual stimulation. Thus leaders should exhibit more of this characteristic of the transformational leader to reduce CWB of their subordinates.

Originality/value: The findings provide additional evidence for the important effects leaders' behaviour effect employees' CWB. Again, the results contribute to the existing literature on leadership by bringing out the specific dimension of the transformational leader that reduces CWB of employees in a developing country.

Published Date: 2024-08-12; Received Date: 2019-08-13