The Interactive Effects of Leadership Styles on Counterproductive Work Behavior: An Examination Through Multiple Theoretical Lenses

Abstract

This study aimed to investigate the effects of leadership styles on counterproductive work behavior, quality of working life, and psychological empowerment. The target population was employees in SOE Islamic banks in Malang Raya, Indonesia. A proportional random sampling was used to obtain a sample size of 160 from the 310 bank employees. SEM-PLS, a measurement and structural equation model was employed to explain the relationship between variables. The results showed that transformational leadership could reduce employee counterproductive work behavior through quality of work-life, while transactional leadership increases this behavior. Furthermore, the quality of work-life cannot mediate the effect of transactional leadership on counterproductive work behavior, while psychological empowerment cannot moderate the impact of transformational leadership on quality of work-life.

Uncovering the Significance of Transformational Leadership in Islamic-Based Institutions: A Systematic Exploration

“…For instance, a leader with high self-integrity can motivate students and teachers to successfully achieve their objectives. In Indonesian Islamic banks, it was discovered that a manager's transformational leadership can effectively lower employees' unproductive work behavior to achieve organizational goals (Sabran et al, 2022). Numerous studies have noted that transformational leadership significantly improves employees' Islamic work ethics in the contexts of the information and technology sector in Saudi Arabia, Islamic education, Islamic healthcare, Islamic banks in Indonesia.…”

“…Through role modeling, transformational leadership has a positive impact on employees' ethical behavior. Mukhtar et al, 2019;Rianto et al, 2021;Rulitawati et al, 2021;Supriadi et al, 2020;Suryadi et al, 2022) Drive employees' sense of self-integrity (M. Ahmad & Rochimah, 2021;Aini et al, 2021;Sabran et al, 2022) Promote Islamic work ethics (Y. Ahmad et al, 2019;Falah et al, 2021;Fitriyah et al, 2019;Hanafi et al, 2020;Javed et al, 2020;Khoiri et al, 2022;Kolomboy et al, 2021;Risqina et al, 2019;Siswaty Ibrahim et al, 2020;Suryadi et al, 2022) Following the critical review of the 34 derived articles via qualitative synthesis for both quantitative and qualitative articles, several suggestions for further knowledge and practical contributions were made.…”

“…This is because the existence of transformational leadership, with vision and the ability to read trends in market developments, technology, and competition patterns, is necessary to create strategic advantage in the Islamic banking industry (Hermawati & Mas, 2017). It is hence essential for the corporate-level global market to have a transformative leader who is aware of Islamic banking's human resource issues (Sabran et al, 2022). The rest of the studies were conducted in other sectors including the public sector in Iraq, information technology in Saudi Arabia, healthcare education in Malaysia, and Islamic healthcare in Indonesia.…”