The relationship of automatic leadership style and counter-productive work behavior through the mediating role of bank employee commitment in Ho Chi Minh City

Abstract

ABSTRACT

The aim of this research is to provide deeper insights into how the autocratic leadership style influences the counterproductive work behavior of bank employees in Ho Chi Minh City (HCMC). The analytical framework is derived from Blau's (1964) social exchange theory, incorporating relevant concepts and forming four hypotheses. A convenience-non-probability sampling method was employed to ensure diversity among bank employees in HCMC. Data were collected from employees of various banks in the city, yielding 267 valid questionnaires. The authors utilized partial least squares structural equation modeling (PLS-SEM) via the Smart-PLS tool to analyze the data. The findings support the hypotheses, with H1 and H4 exhibiting similar effects, while H2 and H3 show contrary effects. The study suggests that managers can mitigate counterproductive work behavior by adapting their leadership styles.