Impact of Leadership Style on employees work behaviors through the

moderating role of leaders dark triad of Personality

1
Dr. Asma Imran* , 2Ali Waqas
1
Assistant Professor, Department of Management Sciences, COMSATS Institute of Information
Technology Lahore, Pakistan
2
Research Scholar, Department of Management Sciences, COMSATS Institute of Information
Technology Lahore, Pakistan

*Email: drasmaimran@ciitlahore.edu.pk

Abstract
The banking sector plays a vital role in the economy of Pakistan. However, banks are facing issues
of employees work behaviors i.e. job stress and deviant workplace behavior due to inappropriate
leadership style and leaders negative personality traits. Thus, current study examined the relationship of
perceived leadership styles (Transformational and Transactional) and employees work behaviors (Job
Stress and Deviant Workplace behavior) through the moderating role of leaders dark triad of personality
in the banking sector of Pakistan. The current study adopted simple random sampling and gathered data
from 239 employees working at non-managerial level of private banks branches in Lahore, Pakistan.
The results revealed the significant negative relationship between transformational leadership style and
employees job stress and deviant workplace behavior whereas positive and significant relationship
exists between transactional leadership style and work behaviors (Job Stress and Deviant workplace
behavior). Moreover, findings revealed that leaders dark triad of personality significantly moderates the
relationship of leadership styles (Transformational and Transactional) and Work behaviors (Job Stress
and Deviant workplace behavior). In addition, findings of the current study shows that transformational
leadership style is more suitable for the desired employees behaviors. Furthermore, implications and
limitations are presented and directions of further work is given in the future research.

Key Words: Transformational and transactional leadership, leadership style, Work stress, job
satisfaction, Organizational commitment, work stress and employee deviant workplace behavior.

1
Introduction
Recent worldwide financial crisis has affected the economies of all countries and
affected banking sector so far, therefore; the increase in the interest to investigate the banking sector and
concerns of the bank employees has been noticed (Belias & Koustelios, 2014). In case of Pakistan,
banking sector is passing through the transformation phase due to several structural changes (Javeed &
Farooqi, 2013) as the banking sector globally shifted from old or traditional style of management to the
innovative and flexible one (Theriou et al., 2007), so the interest of research is also towards the
investigation of the banking issues.
Furthermore, Pakistans banking sector is comprised of international banks and this trend of entry
of international banks is continuously increasing. Thus, increase in the entrance of international banks in
Pakistan has also boost the diversity and competition in the banking sector (Khan, 2013). Therefore,
employees at banks have to deal with diversity, work load and longer working hours and it effects their
behaviors at workplace (Khan, 2013; Akingbola & Adigun, 2010). However, requirements of banking
job like longer working hours and pressure on banks due to competition cause stress to the employees
(Khan, 2013). The damages of stress are severe like illness of employees (Kram & Hall, 1989), reduction
of employees efficiency (Jamal, 1990; Motowidlo et al., 1986), decline in firms effectiveness (Beehr
& Newman, 1978; Motowidlo et al., 1986) and increase in the firms cost of health care (Manning et al.,
1996). Likewise, work stress effects the mental and physical state which has negative influence on the
individuals productivity and tasks (Gill et al., 2006).
Apart from stress, employees tend to show deviant workplace behavior which include frauds,
absence, aggression, theft and sexual harassment at workplace (Ahmad & Omar, 2013). In addition,
employees deviant behavior causes severe damages to the organization (Mawritz et al., 2012;
Appelbaum et al., 2005) and become the reason of economic loss (Bennett & Robinson, 2003;
Appelbaum et al., 2005) and damage the firms interest (Lee & Allen 2002; Marcus & Schuler 2004).
However, major reasons of employees negative behaviors are workplace tasks, deadlines,
challenges but the dominant is leadership (Khalid et al., 2012). Consequently, importance of right
leadership as per the organizational environment cannot be ignored. In addition, leaders who facilitate
others generate positive employees behavior at workplace. Progressively, organizations seek for the
appropriate leadership style as it is a major determinant of employees behavior at workplace.
Previously, leaders adopted various leadership styles in order to deal the employees (Northouse,
2010; Yukl, 2005; House et al., 2004; Hirtz et al., 2007) but after the evaluation of impact of negative

2
and positive characteristics of leadership, two well-known leadership styles are transformational and
transactional (Burns, 1978). Moreover, transformational leadership has gained abundant focus of the
researchers due to its effectiveness (Alban & Alimo, 2007; Bass, 1999; Harvey et al., 2003; Trautmann
et al., 2007).
However, personality is a major constituent of all the conspicuous transformational and
transactional philosophies of leadership (Bass 1985). In addition, leaders failure is dependent on the
personality attributes (Hogan, 2001). Thus, negative personality of leaders may affect the individuals in
such a way that can cause failure of the whole organization. However, there are three negative personality
traits (Machiavellianism, Narcissism & Psychopath) named as Dark Triad by Paulhus and Williams
(2002) due to their antisocial effect.
The selection of negative personality traits over other positive traits is due to growing interest in
the dark personality traits (Hodson et al., 2009) and the particular interest in the relationship between
dark personality traits and leadership style (Judge et al., 2009). Recently, research focus have shifted
towards the investigation of negative personality traits and its effect on the employees work outcomes
(Galvin et al., 2010; Fruyt & Salgado, 2003; Grifn & Kelly, 2004; Rolland & Fruyt, 2003; Salgado &
Fruyt, 2005). Furthermore, studies are available which have investigated the direct relationship of
leadership styles with employees wellbeing and stress (Bono and Ilies, 2006; Hoogh and Hartog, 2009;
Nielsen et al., 2008), but effects of leaders dark triad of personality on these outcomes remain ignored
(Perry et al., 2010).

Significance of the study

The current study contribute the knowledge on the perceived leadership styles (Transformational
and Transactional) and its influence on the employees work behaviors i.e. Job Stress and Deviant
workplace behavior. Moreover, the study will facilitate the organizations to identify the leaders having
negative personality traits and how to cope with the critical situation for the entire well-being. The current
study will be helpful for private banks to identify the appropriate leadership style to reduce or diminish
the employees job stress and deviant workplace behavior.

3
Problem Statement
Banking job is stressful due to the longer working hours, job insecurity, inflexibility and it has
enhanced the need to focus on the issues of employees behaviors at workplace (Chovwen, 2013; Khan,
2013). Besides this, if employees feel unpleasant about the leader, job and environment then they start
to show deviance at workplace which is costly for the organizations (Gill et al., 2006). Furthermore, job
stress and employees deviant behavior is the issue of all the developing countries due to lack of
employees orientation and focus of the leadership. Thus, study noted the need of investigation of
employees behavioral outcomes like job stress (Chovwen, 2013; Khan, 2013). In addition, leaders
personality also influence the relationship between leadership styles and employees behavioral
outcomes. Leaders personality characteristic have significant effect on employees work outcomes but
its effect on the relationship of leadership styles and employees work outcomes i.e. behaviors, is not
documented well (Boyle, 2012). Similarly, the study noted the importance of investigation of the
intervening variables between the relationship of leadership styles and employees work outcomes
(Westerlaken et al., 2013; Hartog et al., 2012).

Literature Review

Transformational and Transactional Leadership

Transformational leadership is the relationship of inspiration between leaders and employees

which motivate them to think in modesty (Krishnan, 2012; Yukl, 2006). Moreover, leaders who adopt
the transformational leadership style give respect to the employees and receive the positive work
outcomes (Givens, 2008). Such leadership ensures the availability of such environment which reduce the
probability of work related issues (Berson & Avolio, 2004). Furthermore, transformational leadership
does not discriminate employees on the basis of race, gender, color, religion or any other ethnic groups
(Chemjong, 2004). REDDY (2011) emphasized that transformational leadership style transform the
needs of present and future, values and priorities of employees from personal interests to the interests of
all.

4
 However, transactional leadership is defined as the relationship of exchange between leaders and
followers, so employees perform the task according to the set rules of leaders and get rewards in return
(Ahmad et al., 2013). Moreover, transactional leadership style concentrate on the short term needs of
employees to engage them in the process of goals achievement (Northouse, 2010; Burns, 1978). In
addition, transactional leadership style emphasize on the personal interests (Kanungo, 2001). Such
leadership style is not preferred by the individuals as it is least encouraging, least participative and least
flexible one (Howell & Avolio, 1993).
The literature on the leadership mentioned different leadership styles but among all styles of
leadership, transformational and transactional are majorly related to employees work outcomes (Powell
et al., 2008; Ahmad et al., 2013). Likewise, Lee et al. (2011) argued that transformational leadership is
effective in most of situations. Nonetheless, transformational leaderships effectiveness remained
ignored among the operational staff of the banking sector. Hence, the choice of leadership style from
transformational and transactional remained the focus of researchers in current era to achieve
improvement in employees work outcomes which ultimately leads the organizational success
(Laohavichien et al., 2009).

Leadership style, Work stress and Deviant work Behavior

It is evident from the literature that leaders are responsible to inspire, provide vision and faith,
give respect and have capability to identify important elements for success and the leaders who cannot
inspire and cannot provide the vision to the organizational employees and ultimately become the reason
of employees de-motivation, discouragement and their deviant behavior (Lowe et al., 1996). Moreover,
such leaders cause depression and boredom for employees at workplace (Lowe et al., 1996). Similarly,
Kim and Brymer (2011) noted that leadership style of managers in an organization facilitate with the
continuity of unambiguous communication between leaders and followers. Thus, leadership provide
relief to the followers from job stress.
Furthermore, employees deviant behavior has so much cost to the organization in multiple
aspects like financial, goodwill and human resource (Bruursema, 2004). However, limited research is
available on the relationship of leaders and followers to predict the deviant workplace behavior
(Bruursema, 2004). As there is association of organizations damages and deviant behavior of
employees, so the interest of the research has increased on this issue (Spector & Fox, 2002).

5
 However, leaders who give support and represents the role of a mentor play a vital role to
decrease the employees stress. Sosik & Godshalk (2000) examined the relationship among the
leadership styles, received mentoring function and work stress. The results revealed that the level of
positive relationship of mentoring function with transformational style is higher than the transactional
leadership style. Transformational leadership style and mentoring function both have negative
relationship with job stress. In addition, mentoring function plays the moderating role between the
transformational leadership style and employees work stress. Similarly, there may exist other factors
which affect the relationship of leadership styles and the work stress.
The studies noted the negative effect of transactional leadership style on employees work
outcomes whereas there exists positive influence of transformational leadership style on employees
work outcomes (McColl & Anderson, 2002; Sparks et al., 2001; Mackenzie et al., 2001). Chen &
Silverthorne (2005) investigated the Situational Leadership Theory (SLT) and analyzed the influence of
matching the styles of leadership and degree of employees willingness. The results revealed that leaders
should not adopt the leadership style according to specific trait or behavior of employees. Moreover,
individuals who perform tasks under the high score leaders feel less job stress (Chen & Silverthorne,
2005).
Currently, firms at large scale are concerned about the leaders to adopt the appropriate style due
to its effect on work behaviors. Rowold & Schlotz (2009) analyzed the relationship among the leadership
styles and employees stress (Pressure, work, dissatisfaction) of German government employees. The
results revealed that there exists negative relationship between transformational leadership style and
employees job stress, whereas, positive relationship exists between transactional leadership style and
employees work stress.
Moreover, leadership style triggers employees behavior at workplace. Supportive and flexible
leadership style promotes positive behavior of employees. The study revealed the negative relationship
of transformational leadership styles with employees burnout and job stress, whereas the positive
relationship among transactional leadership, employees burnout and job stress (Seltzer et al., 1989).
Similarly, Hoogh and Hartog (2009) noted the negative association exists between charismatic leadership
style and employees burnout (employees deviance) whereas positive association exists between
burnout and autocratic/ despotic leadership style.
In the same manner, researchers have emphasized that supportive leaders provide shield to the
employees against stress and burnout or deviant workplace behavior (Golembiewski et al. 1986; Rowney

6
& Cahoon, 1988). However, leadership style like close monitoring and controlling for the tasks
achievement create stress on the employees (Misumi & Peterson, 1985, Powell et al., 1988). Studies also
emphasized on the existence of link between the individuals perceived stress and the leadership styles
(Gill et al, 2006). There is significant and negative effect of transformational leadership style on the work
stress and employees frustration (Kennedy & Anderson, 2002). In addition, employees feel stress under
negative and unsupportive leadership (Wilkinson & Wagner, 1993). Quality relationship between leader
and followers decrease the job stress (Schriesheim et al., 1999). Similarly, studies noted that negative
relationship between leaders and employees cause sever damages to the organization due to lower
productivity, higher absenteeism and turnover intention (Keashly et al., 1994; Ribelin, 2003).
Furthermore, the studies have focused on the impact of leadership on work outcomes but the
negative influence of leadership remained ignored. A very few studies limited to the theoretical
development concept base model are available in which relationship between leadership, stress and
employees negative behavior can be found (Zhang et al., 2008).

Leadership, Personality traits and work behaviors

Personality traits enhance the social life for adaption and to gain the status in the public (Bass,
1991). To attain this goal of status, few individuals use positive traits or pro-social technique like
acceptance of others, agreeableness and conscientiousness but other use the negative means (Jonason &
Webster, 2010). Moreover, leaders practice wrong and manipulative tactics due to their negative
personality characteristics and power which define dark leadership personality (Conger & Kanungo,
1987; Conger, 1989; Howell & Avolio, 1992; Connor et al., 1995; Yukl, 1999). Such leadership arises
due to the absence of positivity and existence of the negative personality characteristics (Lombardo et
al., 1988).
Certainly, personality is a key element of all conspicuous transformational and transactional
philosophies of leadership (Bass, 1985). Moreover, Leadership personality plays a vital role to influence
the organizational employees. If the leaders personality is positive it ensure the positive effect on the
employees behavior, whereas the negative traits of leaders personality enhance the negative behavior
of employees. There are three negative personality traits i.e. Machiavellianism, Narcissism & Psychopath
named as Dark Triad due to their averse/antisocial effect (Paulhus & Williams, 2002). The individuals
who contain these traits in their personality has propensity to be selfish, feeling less and mean in their

7
socialized circle (Paulhus & Williams; 2002). Personality may affect the individuals in such a way that
can cause failure to the whole organization. It is also noted that failure of leaders is due to the disorder
of leadership personality (Hogan, 2001). Furthermore, personality of leaders present directly the
leadership style which influence the behaviors and performance of team and lead the effects to the firms
overall performance.
The Study investigated the effect of Machiavellianism on performance based on the concept of
abusive supervision (Christie & Geis, 1970). The results revealed that Machiavellianism has negative
influence on employees performance. Landman (2013) investigated the relationship among the
leadership styles, Narcissism personality trait of leaders and employees burnout in the moderation of
the perceived dependency on leaders. The results revealed that charismatic leadership style has no
relationship with the employees burnout whereas despotism style has positive relationship with
employees burnout. The study of Bushman and Baumeister (1998) found the positive relationship of
Narcissist personality trait and the aggressive/negative behavior of the employees.
Similarly, several studies have highlighted the positive relationship of psychopathy with the
organizational behavioral outcomes like manipulation techniques, workplace bullying, employee
negative behavior/counterproductive behavior and poor team performance (Jonason et al., 2012; Boddy,
2011; Babiak et al., 2010). It is also noted that psychopathy has negative relationship with positive
organizational outcomes like societal responsibility, organizational commitment (Boddy, 2010) and
employees performance (Boyle et al., 2011; Babiak et al., 2010). Moreover, counterproductive or
deviant behavior of employees may be predicted by the negative personality traits (Rolland & Fruyts,
2003).
The studies are available which have investigated the direct relationship of leadership styles
with employees wellbeing and stress (Bono & Ilies, 2006; Hoogh & Hartog, 2009; Nielsen et al., 2008),
but the effects of leaders personality on these outcomes is not documented well (Perry et al., 2010).
Moreover, further research should focus on the moderating effect of leaders and employees personality
on the relationship of leadership and employees workplace sources of stress (Perry et al., 2010).
The current study analyze the effect of leadership styles (Transformational and Transactional)
on employees work outcomes (work stress and employees deviant work behavior) through the
moderation of the leaders dark triad of personality in the banking sector of Lahore. This study enhances
the knowledge about the leadership personality dark triads and importance of identification of these traits
to avoid the negative behavioral outcomes of individuals. Moreover, the current study will suggest the

8
appropriate leadership style for the banking sector and the effect of leaders negative personality traits
on the work behaviors.

Conceptual Model

Personality Dark Triad

Narcissism
Machiavellianism
Psychopathy

Work Stress

Transformational Leadership

Transactional Leadership Deviant workplace

Behavior

Figure 1: Conceptual model of Leadership styles, Job Stress and Deviant Workplace Behavior

Research Hypothesis
H1: Transformational leadership style is negatively related to employees work stress.
H2: Transformational leadership style is negatively related to employees deviant workplace behavior.
H3: Transactional leadership style is positively related to employees work stress.
H4: Transactional leadership style is positively related to employees deviant workplace behavior

9
H5: Dark triad of personality moderates the relationship of Transformational leadership style and work
stress.
H6: Dark triad of personality moderates the relationship of Transformational leadership style and deviant
workplace behavior.
H7: Dark triad of personality moderates the relationship of Transactional leadership style and work
stress.
H8: Dark triad of personality moderates the relationship of Transactional leadership style and work
stress.

METHODOLOGY
The current study investigate the impact of leadership styles (transformational and transactional)
on the employees work behavior through the moderating role of dark triad among the non-managerial
staff of private banks branches of Lahore. Multistage simple random sampling was used in the current
study. List of private banks taken from the website of State Bank of Pakistan, according to which 17
private banks are operating in Lahore. Through simple random sampling only 3 banks were selected to
fulfill the research purpose. The banks selected were HBL, MCB and Askari. There are 101 branches of
HBL, 44 branches of MCB and 36 branches of Askari bank in Lahore. The total branches of target banks
in Lahore are181. All the banks and their branches are registered from the State Bank of Pakistan (SBP).
The study undergo 30% branches in the study, so 55 branches are considered to take the responses. A
valid self-administrated questionnaire designed on 5 point Likert scale was adopted for perceived
leadership style; transformational and transactional (Vera and Crossan, 2004), Job Satisfaction
(Churchill et al., 1974), organizational commitment (Mowday et al., 1979), job stress (Parasuraman,
1977), deviant workplace behavior (Bennett & Robinson, 2000) and dark triad (Jonason & Webster,
2010). Finally, 300 questionnaires were distributed to the non-managerial staff of private banks
branches and 267 were received back from the respondents and after the screening only 239 (79.66) were
useable. Data were analyzed by using descriptive statistics, Pearson correlation and multiple regression
analysis in SPSS 21.0. Moderated hierarchal regression technique designed was also performed to check
the moderating role of dark triad of leaders personality. Instruments reliability was checked by applying
Cronbach alpha which demonstrated value of 0.88.

10
Findings
Descriptive Statistics
Table 1: Mean and Standard Deviation
Variables Mean S.D

Transformational Leadership 3.66 1.161

Transactional Leadership 3.6869 1.1983

Job Stress 3.47 1.166

Deviant Workplace Behavior 2.89 .957

Dark Triad 3.36 1.284

Table 1 presents the descriptive statistics of the study variables. It shows the mean values, standard
deviations of all the variables under study. Mean values of transformational leadership and transactional
leadership are 3.66 and 3.6869 respectively, and standard deviation value of transactional leadership is
1.19832 which is higher than the transformational leadership, which predicts that transactional leadership
is less reliable than the transformational leadership. Similarly, mean values of job stress, deviant
workplace behavior and dark triad are 3.47, 2.89 and 3.36 respectively. Standard deviation value of
deviant workplace behavior is lowest (0.957) among the work behaviors and dark triad of personality,
which means that it is more reliable.

11
Correlation Analysis

Table 2: Correlation Analysis

1 2 3 4 5
1 Transformational Leadership 1

2 Transactional Leadership .691 1

3 Job Stress -.359 .343 1

4 Deviant Workplace Behavior -.485 .468 .651 1

5 Dark Triad -.135 -.119 .682 .659 1

Table 2 shows the significant correlation between the variables under study. The correlation matrix
shows that transformational leadership style has significant highest positive correlation with
transactional leadership style (r=0.691, p<.05). However, transformational leadership style has
significant negative correlation with job stress (r= -.359, p<.05) and deviant workplace behavior
(r= -.485, p<.05) and dark triad of personality(r= -.135, p<.05). Transactional leadership style has
positive correlation with job stress (r= 0.343, p<.05) and deviant workplace behavior (r= 0.468, p<.05).
In addition, job stress has significant positive correlation with deviant workplace behavior (r= .651,
p<.05) and dark triad (r= .682, p<.05). In the same manner, deviant workplace behavior has significant
positive correlation with dark triad (r= 0.659, p<.05).

Regression Analysis

Transformational Leadership Style and Job Stress

Table 3: Transformational Leadership Style and Job Stress

Variables B SE T Sig.
Constant 4.787 .234 20.481 .000
Transformational Leadership -.360 .061 -.359 -5.915 .000
R2 = 0.129
F = 34.990

12
Table 3 implies the regression analysis of transformational leadership style and job Stress. Table 3
revealed the results of beta coefficient, standard error, t- value, F-value, significance and model fitness.
Results depicts that transformational leadership style significantly and negatively effects the employees
job stress (R square= 12.90 %, p<.05). As the P value of transformational leadership is 0.000 which
shows the significance at 5% level of significance, so it depicts that beta coefficient value -.360 is
statistically significant. Moreover, Table 3 shows that 12.90 percent variance has been explained in the
employees job stress by transformational leadership style.

Moderating Effect of Dark Triad

Table 4: Model Summary

Model R2 Adj. R2 F df1 df2 P

1 .129 .125 34.990 1 237 .000

2 .259 .252 41.153 2 236 .000

Table 4 shows the value of R2 and the adjusted R2 with the consistent values of F, degree of freedom at
the relevant significance level.

Table 5: Model
B SE t p

Constant 4.787 .234 20.481 .000

Transformational Leadership -.360 .061 -.359 -5.915 .000
Dark Triad .619 .043 .682 14.372 .000
Transformational*Dark Triad .412 .064 .361 6.431 .000

Table 5 shows the moderating effect of dark triad of leaders personality between transformational
leadership and Job stress with = .412, t = 6.431, p<0.05. The results revealed the significant moderating
influence of dark triad. The results shows that the relationship between transformational leadership and
employees Job stress changes into positive due to the presence of dark triad of leaders personality
which depicts that if leaders are high in dark triad traits while implementing transformational leadership

13
then it increases employees job stress. Similarly, Table 5 shows interaction results that the relationship
of transformational leadership and job stress becomes positively significant in the presence of dark triad
of leadership.

Transformational leadership style and Deviant Workplace Behavior

Table 6: Transformational Leadership Style and Deviant Workplace Behavior

Variables B SE T Sig.
Constant 4.351 .180 24.212 .000
Transformational Leadership -.400 .047 -.485 -8.539 .000
R2 = 0.235
F = 72.920

Table 6 shows the regression analysis of transformational leadership style and deviant workplace
behavior. Moreover, Table 6 revealed the results of beta coefficient, standard error, t- value, F-value,
significance and model fitness. Results depicts that transformational leadership style significantly and
negatively effects the employees deviant workplace behavior (R square= 23.5 %, p<.05). As the P
value of transformational leadership is 0.000 which shows the significance at 5% level of significance,
so it depicts that beta coefficient value -.400 is statistically significant. Moreover, Table 23 shows that
23.5 percent variance has been explained in the employees deviant workplace behavior by
transformational leadership style.

Moderating Effect of Dark Triad between Transformational Leadership style and

Deviant Workplace Behavior
Table 7:Model Summary
Model R2 Adj. R2 F df1 df2 p

1 .235 .232 72.920 1 237 .000

2 .304 .298 51.426 2 236 .000

Table 7 shows the value of R2 and the adjusted R2 with the consistent values of F, degree of freedom at
the relevant significance level.

14
Table 8: Model
B SE t p

Constant 4.351 .180 24.212 .000

Transformational Leadership -.400 .047 -.485 -8.539 .000
Dark Triad .419 .036 .659 13.493 .000
Transformational*Dark Triad .245 .051 .261 4.809 .000

Table 8 shows the moderating effect of dark triad of leaders personality between transformational
leadership and deviant workplace behavior with = .245, t = 4.809, p<0.05. The results revealed the
significant moderating influence of dark triad. The results shows that the relationship between
transformational leadership and deviant workplace behavior changes into positive due to the presence of
dark triad of leaders personality, which depicts that if leaders are high in dark triad traits while
implementing transformational leadership then it increases employees deviant workplace behavior.
Similarly, Table 8 shows interaction results that the relationship of transformational leadership and
deviant workplace behavior becomes positively significant in the presence of dark triad of leadership.

Transactional Leadership style and Job Stress

Table 9: Transactional Leadership style and Job Stress

Variables B SE T Sig.
Constant 4.699 .230 20.432 .000
Transactional Leadership .334 .059 .343 5.626 .000
2
R = 0.118
F = 31.650
Table 9 implies the regression analysis of transactional leadership style and job Stress. Table 9 revealed
the results of beta coefficient, standard error, t- value, F-value, significance and model fitness. Results
depicts that transactional leadership style significantly and positively effects the employees job stress
(R square= 11.80 %, p<.05). As the P value of transactional leadership is 0.000 which shows the
significance at 5% level of significance, so it depicts that beta coefficient value .334 is statistically
significant. Moreover, Table 9 shows that 11.80 percent variance has been explained in the employees
job stress by transactional leadership style.

15
Moderating Effect of Dark Triad between Transactional Leadership style and Job
Stress
Table 10: Model Summary
Model R2 Adj. R2 F df1 df2 p

1 .118 .114 31.650 1 237 .000

2 .244 .237 38.010 2 236 .000
2 2
Table 10 shows the value of R and the adjusted R with the consistent values of F, degree of freedom at the
relevant significance level.

Table 11: Model

B SE T P

Constant 4.699 .230 20.432 .000

Transactional Leadership .334 .059 .343 5.626 .000
Dark Triad .619 .043 .682 14.372 .000
Transactional*Dark Triad .408 .065 .355 9.739 .000

Table 11 shows the moderating effect of dark triad of leaders personality between transactional leadership style
and Job stress with = .408, t = 9.739, p<0.05. The results revealed the significant moderating influence of dark
triad. The results shows that the relationship between transactional leadership and employees Job stress changes
into more positive due to the presence of dark triad of leaders personality, which depicts that if leaders are high
in dark triad traits while implementing transactional leadership then it increases employees job stress. Similarly,
Table 11 shows the interaction results that the relationship of Transactional leadership and Job stress becomes
more positively significant in the presence of dark triad of leadership.

Transactional Leadership style and Deviant Workplace Behavior

Table 12: Transactional Leadership Style and Deviant Workplace Behavior
Variables B SE T Sig.
Constant 4.267 .178 24.026 .000
Transactional Leadership .321 .046 .379 8.162 .000
2
R = 0.219
F = 66.622

16
Table 12 shows the regression analysis of transactional leadership style and deviant workplace behavior.
Moreover, Table 12 revealed the results of beta coefficient, standard error, t- value, F-value, significance and
model fitness. Results depicted that transactional leadership style significantly and positively effects the
employees deviant workplace behavior (R square= 21.9 %, p<.05). As the P value of transactional leadership is
0.000 which shows the significance at 5% level of significance, so it depicts that beta coefficient value .321 is
statistically significant. Moreover, Table 12 shows that 21.9 percent variance has been explained in the
employees deviant workplace behavior by transactional leadership style.

Moderating Effect of Dark Triad between Transactional Leadership style and

Deviant Workplace Behavior

Table 13: Model Summary

Model R2 Adj. R2 F df1 df2 p

1 .219 .216 66.622 1 237 .000

2 .281 .274 46.021 2 236 .000

2 2
Table 13 shows the value of R and the adjusted R with the consistent values of F, degree of freedom at the
relevant significance level.

Table 14: Model

B SE t p

Constant 4.267 .178 24.026 .000

Transactional Leadership .321 .046 .379 8.162 .000
Dark Triad .419 .036 .659 13.493 .000
Transactional*Dark Triad .461 .052 .493 12.639 .000

Table 14 shows the moderating effect of dark triad of leaders personality between transactional leadership and
deviant workplace behavior with = .461, t = 12.639, p<0.05. The results revealed the significant moderating
influence of dark triad. The results shows that the relationship between transactional leadership and deviant
workplace behavior is more positive due to the presence of dark triad of leaders personality, which depicts that if
leaders are high in dark triad traits while implementing transactional leadership then it increases employees

17
deviant workplace behavior. Similarly, Table 4 shows interaction results that the relationship of Transactional
leadership and deviant workplace behavior becomes positively significant in the presence of dark triad of
leadership.

Conclusion and Discussion

The current study concludes that there is significant negative relationship between transformational
leadership styles and employees work behaviors (Job Stress and Deviant Workplace behavior). The results of the
current study are in line with the findings of previous studies which investigated the relationship between
transformational leadership style and job stress, transformational leadership style and deviant workplace behavior
(Sosik & Godshalk McColl & Anderson, 2002; Sparks et al., 2001; Rowold & Schlotz, 2009; Hoogh & Den
Hartog, 2009; Seltzer et al., 1989; Rowney & Cahoon, 1988).
However, results confirmed the positive significant relationship between transactional leadership style
and employees work behaviors (Job Stress and Deviant Workplace behavior). The findings of the current study
are in line with the findings of previous studies which investigated the relationship between transactional
leadership style and job stress, transactional leadership style and deviant workplace behavior (Rowold & Schlotz,
2009; Chen & Shi, 2007; Hoogh & Hartog, 2009; Seltzer et al., 1989).
Furthermore, the study also investigated the moderating effect of dark triad of leaders personality traits
between leadership styles (Transformational and Transactional) and employees work behaviors (Work stress and
Deviant workplace behavior). The results revealed that dark triad of leaders personality moderates the relationship
between transformational leadership style and work stress, transformational leadership style and deviant
workplace behavior. As leaders dark triad positively influence the relationship of transformational leadership
style and employees work behaviors which depicts that leaders who are having negative personality traits
becomes the reason of higher stress of employees in banking sector. It increases the need of focus that banks must
consider leaders personality because negative personality traits of leaders negatively influences their positive
leadership style and ultimately leads towards the higher stress and deviance of employees.
In the same manner, dark triad of leaders personality moderates the relationship between transactional
leadership style and job stress, transactional leadership style and deviant workplace behavior. As dark triad of
leaders personality positively influence the relationship of transactional leadership and job stress which shows
that leaders who are having negative personality traits becomes the reason of higher stress and deviance of
employees in in banking sector.
The current study has also some limitations. First, the current study is a cross sectional in nature and a
survey research design to examine the relationship of two different aspects perceived leadership styles and

18
employees work outcomes. This design does not allow to examine the cause and effect of relationships and future
studies may adopt an experimental design to replicate findings of this study. Particularly with regard to moderating
effect of leadership style between dark triad and employees work outcomes will be interesting to investigate.
Dark triad personality traits of employees at lower managerial and operations level at banks must be investigated.
In addition, sample of the current study is only from Lahore which makes generalizability another limitation
associated with study. Another feature of this study is that it has used self-report questionnaire. This method of
questionnaire assumes that the respondents are rational, conscious of their own feelings and behavioral tendency.
An advantage of self-report measure is its reliability and validity can be objectively established. However, self-
report measures do have a number of shortcomings, e.g., the confounding effect of response set, social desirability,
and inadequate memory. Furthermore, certain motives may lack of conscious representations; and self-report
measures may fail to deal with the issues of self-deceptive process. To overcome these shortcomings of self-report
measure with the concept of triangulation, other measuring methods, e.g., interviewing, behavioral observation,
or projective techniques may be adopted in future researches of leadership perspective. Contrary to this, leaders
personality dark triad is measure by the followers ratings which may have some shortcomings like personal
conflicts and liking for the specific personality. Therefore, future researches may use self-report measure to
measure the leaders dark triad personality.

19
References
Ahmad, A. R., Adi, M. N. M., Noor, H. M., Rahman, A. G. A., & Yushuang, T. (2013). The influence
of leadership style on job satisfaction among nurses. Asian Social Science, 9(9), 172-178.

Ahmad, A., & Omar, Z. (2013). Abusive Supervision and Deviant Workplace Behavior: The Mediating
Role of WorkFamily Conflict. Journal of Human Resources & Adult Learning, 9(2).

Akingbola RO, Adigun AO (2010). Occupational Stress and the Nigerian Banking Industry. A J.
economics and engineering, ISSN, 2078 0346.

Alban-Metcalfe, J., & Alimo-Metcalfe, B. (2007). Development of a private sector version of the
(Engaging) Transformational Leadership Questionnaire. Leadership & Organization Development
Journal, 28(2), 104-121.

Albion, M. J., & Gagliardi, R. E. (2007). A study of transformational leadership, organisational change
and job satisfaction. In Proceedings of the 7th Industrial & Organisational Psychology Conference and
1st Asia Pacific Congress on Work and Organisational Psychology: Better Work. Better Organisations.
Better World (pp. 1-5). Australian Psychological Society.

Allen, N.J. & Meyer, J.P. (1990). The measurement and antecedents of affective, continuance and
normative commitment to the organisation. Journal of Occupational Psychology, 63 (1), 1-18.

Allen, D. R., & Allen, D. R. (2004). Customer satisfaction research management: A comprehensive
guide to integrating customer loyalty and satisfaction metrics in the management of complex
organizations. Asq Press.

Allen, D. R., & Wilburn, M. (2002). Linking customer and employee satisfaction to the bottom line.
Milaukee. WI: ASQ Quality Press Publications cat log.

Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work
environment for creativity: Perceived leader support.The Leadership Quarterly, 15(1), 5-32.

Andrews, D. R., Richard, D. C., Robinson, P., Celano, P., & Hallaron, J. (2012). The influence of staff
nurse perception of leadership style on satisfaction with leadership: A cross-sectional survey of pediatric
nurses. International journal of nursing studies, 49(9), 1103-1111.

Appelbaum, S. H., Deguire, K. J., & Lay, M. (2005). The relationship of ethical climate to deviant
workplace behaviour. Corporate Governance: The international journal of business in society, 5(4), 43-
55.

Avolio, B.J. & Bass, B.M. (1999). Re-examining the components of transformational and transactional
leadership using the multifactor leadership questionnaire. Journal of Occupational and Organizational
Psychology, 72 (4), 441-463.

20
Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational
commitment: mediating role of psychological empowerment and moderating role of structural distance.
Journal of Organizational Behaviour, 25, 951968.

Awamleh, R., Al-Dmour, H. (2004). The Impact of Transformational Leadership on Job Satisfaction and
Self-Perceived Performance of Banking Employees: The Case of Jordan. International Business &
Economics Research Journal, 3, 29-42.

Awamleh, R., & H Al-Dmour, H. (2005). Transformational Leadership in Jordanian Banks: A Studyof
Job Satisfaction and Self-Perceived Performance of Employees.

Awamleh, R., Evans, J., Mahate, A. (2005).A Test of Transformational and Transactional Leadership
Styles on Employees' Satisfaction and Performance in the UAE Banking Sector.Journal of Comparative
International Management, 8(1), 3-19.

Awamleh, R., & Gardner, W. L. (1999). Perceptions of leader charisma and effectiveness: The effects
of vision content, delivery, and organizational performance. The Leadership Quarterly, 10(3), 345-373.

Babiak, P., & Hare, R. D. (2006). Snakes in suits: When psychopaths go to work. New York, NY: Regan
Books.

Bass, B. M. (1985). Leadership and performance beyond expectations.

Bass, B. M. (1985). Leadership and performance beyond expectations.

Bass, B. M., & Stogdill, R. M. (1990). Handbook of leadership (Vol. 11). New York: Free Press.

Bass, B.M. and Yammarino, F. (1991), Congruence of self and others leadership ratings of naval
ofcers for understanding successful performance, Applied Psychology, Vol. 40 No. 4, pp. 437-54.

Bass, B.M. (1990), Bass and Stogdills Handbook of Leadership: A Survey of Theory and Research,
Free Press, New York, NY

Bass, B.M. (1985), Leadership and Performance Beyond Expectations, Free Press, New York, NY.
Bass, B. M., Avolio, B. J., & Pointon, J. (1990). The implications of transactional and transformational
leadership for individual, team, and organizational development.

Bass, B. M., & Avolio, B. J. (1993). Transformational leadership: A response to critiques,[in:] MM

Chemers, R. Ayman (Eds.), Leadership Theory and Research: Perspectives and Directions.

Beehr, T. A., & Newman, J. E. (1978). Job stress, employee health, and organizational effectiveness: A
facet analysis, model, and literature review1. Personnel psychology, 31(4), 665-699.

Belias, D., & Koustelios, A. (2014). Transformational Leadership and Job Satisfaction in the Banking
Sector: A Review. International Review of Management and Marketing, 4(3), 187-200.

21
Bennett, R. J., & Robinson, S. L. (2000). Development of a measure of workplace deviance. Journal of
applied psychology, 85(3), 349.

Benson, M. J., & Campbell, J. P. (2007). To be, or not to be, linear: An expanded representation of
personality and its relationship to leadership performance. International Journal of Selection and
Assessment, 15(2), 232-249.

Berson, Y., & Avolio, B. J. (2004). Transformational leadership and the dissemination of organizational
goals: A case study of a telecommunication firm. The leadership quarterly, 15(5), 625-646.

Berson, Y., & Linton, J. D. (2005). An examination of the relationships between leadership style, quality,
and employee satisfaction in R&D versus administrative environments. R&D Management, 35(1), 51-
60.

Bennett, T. M. (2009). The relationship between the subordinate's perception of the leadership style of
IT managers and the subordinate's perceptions of IT manager's ability to inspire extra effort, to be
effective, and to enhance satisfaction with management. Nova Southeastern University.

Boddy, C. R. (2010). Corporate psychopaths and organizational type. Journal of Public Affairs, 10(4),
300-312.

Boyle, B. A. (1997). A multi-dimensional perspective on salesperson commitment. Journal of Business

& Industrial Marketing, 12(6), 354-367.

Brief, A. P., Schuler, R. S., & Van Sell, M. (1981). Managing job stress. Little Brown.

Bruk-Lee, V., Khoury, H. A., Nixon, A. E., Goh, A., & Spector, P. E. (2009). Replicating and extending
past personality/job satisfaction meta-analyses.Human Performance, 22(2), 156-189.

Bruursema, K. (2004). Leadership style and the link with counterproductive work behavior (CWB): An
investigation using the job-stress/CWB model (Doctoral dissertation, University of South Florida)
Bryman, A. (1992). Charisma and leadership in organizations. Sage Pubns.

Burke, R. J., & Cooper, C. L. (Eds.). (2006). Inspiring leaders. Routledge.

Bushman, B. J., & Baumeister, R. F. (1998). Threatened egotism, narcissism, self-esteem, and direct and
displaced aggression: Does self-love or self-hate lead to violence?. Journal of personality and social
psychology, 75(1), 219.

Bushra, F., Usman, A., & Naveed, A. (2011). Effect of transformational leadership on employees job
satisfaction and organizational commitment in banking sector of Lahore (Pakistan). International Journal
of Business and Social Science, 2(18), 261-267.

Castillo, J. X., & Cano, J. (2004). Factors explaining job satisfaction among faculty. Journal of
Agricultural Education, 45 (3): 65-74.

22
Chappell, D., & Di Martino, V. (2006). Violence at work. International Labour Organization.

Chemjong, M. (2004). Transactional or transformational leader. Spot light, 24(2), 261-63.

Chen, J. C., & Silverthorne, C. (2005). Leadership effectiveness, leadership style and employee
readiness. Leadership & Organization Development Journal, 26(4), 280-288.

Churchill Jr, G. A., Ford, N. M., & Walker Jr, O. C. (1974). Measuring the job satisfaction of industrial
salesmen. Journal of Marketing Research, 254-260.

Chovwen, C. (2013). Occupational stress among bank employees in South East, Nigeria. Global
Advanced Research Journal of Management and Business Studies (ISSN: 2315-5086) Vol, 2(2).

Christie, R. (1970). Relationships between Machiavellianism and measures of ability, opinion, and
personality. Studies in Machiavellianism, 35-52.

Conger, J. A., & Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in
organizational settings. Academy of management review, 12(4), 637-647.

Conger, J. (1990), The dark side of leadership, Organizational Dynamics, Vol. 19, pp. 44-55.

Conger, J. A., & Kanungo, R. N. (1994). Charismatic leadership in organizations: Perceived behavioral
attributes and their measurement. Journal of organizational behavior, 15(5), 439-452.

Conger, J. A. (1989). The charismatic leader: Behind the mystique of exceptional leadership. Jossey-
Bass.

Conger, J. A. (1998). The dark side of leadership. Leading organizations: Perspectives for a new era,
250-260.

Conger, J. A., & Kanungo, R. N. (1998). Charismatic leadership in organizations. Sage Publications

Cummings, G. G., MacGregor, T., Davey, M., Lee, H., Wong, C. A., Lo, E., & Stafford, E. (2010).
Leadership styles and outcome patterns for the nursing workforce and work environment: a systematic
review. International journal of nursing studies, 47(3), 363-385.

De Fruyt, F., & Salgado, J. F. (2003). Applied personality psychology: Lessons learned from the IWO
field. European Journal of Personality, 17(S1), S123-S131.

De Hoogh, A. H., & Den Hartog, D. N. (2009). Neuroticism and locus of control as moderators of the
relationships of charismatic and autocratic leadership with burnout. Journal of Applied
Psychology, 94(4), 1058.

Burns, JM (1978). Leadership. New York: Harper and Row. LEADERSHIP QUARTERLY, 2(1).

23
Furnham, A., & Taylor, J. (2004). The dark side of behaviour at work: Understanding and avoiding
employees leaving, thieving, and deceiving. Palgrave Macmillan.

Galvin, B. M., Waldman, D. A., & Balthazard, P. (2010). Visionary communication qualities as
mediators of the relationship between narcissism and attributions of leader charisma. Personnel
Psychology, 63(3), 509-537.
Gill, A. S., Flaschner, A. B., & Shachar, M. (2006). Mitigating stress and burnout by implementing
transformational-leadership. International Journal of contemporary hospitality management, 18(6), 469-
481.

Griffin, M. L., Hogan, N. L., Lambert, E. G., Tucker-Gail, K. A., & Baker, D. N. (2009). Job
involvement, job stress, job satisfaction, and organizational commitment and the burnout of correctional
staff. Criminal Justice and Behavior.

Griffin, R. W., & OLeary-Kelly, A. M. (2004). An introduction to the dark side.The dark side of
organizational behavior, 1-19.

Givens, R. J. (2008). Transformational leadership: The impact on organizational and personal outcomes.
Emerging Leadership Journeys, 1(1), 4-24.

Gill, A., Mand, H. S., Culpepper, A., Mathur, N., & Bhutani, S. (2011). The Relations of
Transformational Leadership and Empowerment with Student Perceived Academic Performance: A
Study among Indian Commerce Students. Business and Economics Journal, 2011, 1-9.

Griffin, R., 1999. Management. (5th Edition) Houghton Mifflin Company.

Goodwin, V. L., Wofford, J. C., & Whittington, J. L. (2001). A theoretical and empirical extension to
the transformational leadership construct. Journal of Organizational Behavior, 22(7), 759-774.

Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2004). Managing human resources. Upper Saddle
River: Prentice Hall.

Golembiewski, R. T., Munzenrider, R. F., & Stevenson, J. (1986). Stress in organizations: Toward a
phase model of burnout. Praeger Publishers.

Harris, L. C., & Ogbonna, E. (2006). Service sabotage: A study of antecedents and consequences. Journal
of the Academy of Marketing Science, 34(4), 543-558.

Harms, P. D., Spain, S. M., & Hannah, S. T. (2011). Leader development and the dark side of
personality. The Leadership Quarterly, 22(3), 495-509.

Harms, P. D., Spain, S. M., Hannah, S. T., Hogan, R., & Foster, J. (2011). You underestimate the power
of the dark side: Subclinical traits, the Big Five, and job performance. In Symposium conducted at the
26th Annual Conference of the Society for Industrial and Organizational Psychology, Chicago, IL.

24
Hartog, D. N., Muijen, J. J., & Koopman, P. L. (1997). Transactional versus transformational leadership:
An analysis of the MLQ. Journal of occupational and organizational psychology, 70(1), 19-34.

Harvey, P., Stoner, J., Hochwarter, W., & Kacmar, C. (2007). Coping with abusive supervision: The
neutralizing effects of ingratiation and positive affect on negative employee outcomes. The Leadership
Quarterly, 18(3), 264-280.

Hirtz, P. D., Murray, S. L., & Riordan, C. A. (2007). The effects of leadership on quality. Engineering
Management Journal, 19(1), 22-27.

Hater, J. J., & Bass, B. M. (1988). Superiors' evaluations and subordinates' perceptions of
transformational and transactional leadership. Journal of Applied psychology, 73(4), 695.
Hodson, G., Hogg, S. M., & MacInnis, C. C. (2009). The role of dark personalities(narcissism,
Machiavellianism, psychopathy), Big Five personality factors, and ideology in explaining prejudice.
Journal of Research in Personality, 43(4), 686-690.

Hogan, R. (1994). Trouble at the top: Causes and consequences of managerial incompetence (Vol. 46,
No. 1, p. 9). Educational Publishing Foundation.

Hogan, R., Curphy, G. J., & Hogan, J. (1994). What we know about leadership: Effectiveness and
personality. American psychologist, 49(6), 493.

Hogan, R., & Hogan, J. (2001). Assessing leadership: A view from the dark side. International Journal
of Selection and Assessment, 9(12), 40-51.

House, R. J. (1971). A path goal theory of leader effectiveness. Administrative science quarterly, 321-
339.

Hogan, R. (2009). Hogan development survey manual. Tulsa, OK: Hogan Assessment Systems.

Hogan, R., Raskin, R., & Fazzini, D. (1990). The dark side of charisma.

House, R. J. (1976). A 1976 theory of charismatic leadership. University of Toronto, Faculty of

Management Studies for a new era, 250-260

Howell, J. M., & Avolio, B. J. (1992). The ethics of charismatic leadership: submission or
liberation?. The Executive, 6(2), 43-54.

House, R. J., & Howell, J. M. (1992). Personality and charismatic leadership. The Leadership Quarterly,
3(2), 81-108.

Jamal, M. (1990). `Relationship of job stress and Type-A behavior to employees' job satisfaction,
organizational commitment, psychosomatic health problems, and turnover motivation', Human
Relations, 43, 727738.

25
Javeed, T., & Farooqi, Y. A. (2013). Impact of Transformational Leadership Style on Employees'
Satisfaction and Well-Being with Working Conditions as Mediator. International Journal of
Multidisciplinary Sciences and Engineering, 4(7), 1-8

Javed, H. A., Jaffari, A. A., & Rahim, M. (2014). Leadership Styles and Employees Job Satisfaction: A
Case from the Private Banking Sector of Pakistan. Journal of Asian business strategy, 4(3), 41-50.

Javaid, M. F., & Mirza, M. U. (2013, January). Leadership Style Enhances The Employee Organizational
Commitment: A Case Study of Educational Institutions in Lahore. In International Journals and
Conference of management, statistics and social sciences-URL: http://localhost/icjmsss. Accessed on
(Vol. 24).

Jonason, P. K., & Webster, G. D. (2010). The dirty dozen: a concise measure of the dark
triad. Psychological assessment, 22(2), 420.

Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: a qualitative
and quantitative review. Journal of applied psychology,87(4), 765.

Judge, T.A. & Bono, J.E. (2000). Five-factor model of personality and transformational leadership.
Journal of Applied Psychology, 45 (5), 751-765.

Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-factor model of personality and job satisfaction:
a meta-analysis. Journal of applied psychology, 87(3), 530.

Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review
and theoretical extension of the leader trait paradigm.The Leadership Quarterly, 20(6), 855-875.

Kram, K. E. and Hall, D. T. (1989). `Mentoring as an antidote to stress during corporate trauma', Human
Resource Management, 24, 493510.

Khan, I., Shahid, M., Nawab, S., & Wali, S. S. (2013). Influence of intrinsic and extrinsic rewards on
employee performance: The banking sector of Pakistan. Academic Research International, 4(1), 282-
291.

Kim, W. G., & Brymer, R. A. (2011). The effects of ethical leadership on manager job satisfaction,
commitment, behavioral outcomes, and firm performance. International Journal of Hospitality
Management, 30(4), 1020-1026.

Krishnan, V. R. (2005). Transformational leadership and outcomes: Role of relationship duration.

Leadership & Organization Development Journal, 26(6), 442-457.

Kaur, R. (2012). Transformational and transactional leadership behaviour in selected public and private
sector banks in Chandigarh. University Business School, Punjab University, India. International Journal
of Engineering and Management Sciences, 3(2), 126-133.

26
Khalid, A., Murtaza, G., Zafar, A., Zafar, M. A., Saqib, L., & Mushtaq, R. (2012). Role of Supportive
Leadership as a Moderator between Job Stress and Job Performance. Information Management and
Business Review, 4(9), 487-495

Kim, J. G., & Lee, S. Y. (2011). Effects of transformational and transactional leadership on employees'
creative behaviour: mediating effects of work motivation and job satisfaction. Asian Journal of
Technology Innovation, 19(2), 233-247.

Kim, Woo Gon ve Brymer, Robert, (2011). The Effects Of Ethical Leadership On Manager Job
Satisfaction, Commitment, Behavioral Outcomes, and Firm Performance, International
Journal of Hospitality and Management, 30: 1020-1026.

Kervin, J. (1992). Methods for Business Research'Harper Collins. New York.

Kanungo, R. N. (2001). Ethical values of transactional and transformational leaders. Canadian Journal
of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 18(4), 257-265.

Landman, C. (2013). Narcissistic leaders: How their leadership influences subordinates

burnout (Doctoral dissertation, University of Amsterdam).

Lee, P. K., Cheng, T. E., Yeung, A. C., & Lai, K. H. (2011). An empirical study of transformational
leadership, team performance and service quality in retail banks. Omega, 39(6), 690-701.

Laohavichien, T., Fredendall, L. D., & Cantrell, R. S. (2009). The effects of transformational and
transactional leadership on quality improvement. The Quality Management Journal, 16(2), 7.

Lok, P., & Crawford, J. (2004). The effect of organisational culture and leadership style on job
satisfaction and organisational commitment: A cross-national comparison. Journal of management
development, 23(4), 321-338.

Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational
and transactional leadership: A meta-analytic review of the MLQ literature. The Leadership Quarterly,
7(3), 385-425.

Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: the role of
affect and cognitions. Journal of applied psychology, 87(1), 131.

Leech, N. L., Barrett, K. C., & Morgan, G. A. (2005). SPSS for intermediate statistics: Use and
interpretation. Psychology Press.

Lok, P., & Crawford, J. 2001. Antecedents of organizational commitment and the mediating role of job
satisfaction. Journal of Managerial Psychology, Vol. 16, No. 8, pp. 594-613.

Lombardo, M. M., Ruderman, M. N., & McCauley, C. D. (1988). Explanations of success and derailment
in upper-level management positions. Journal of Business and Psychology, 2(3), 199-216.

27
Manning, M. R., Jackson, C. N. and Fusilier, M. R. (1996). `Occupational stress, social support, and the
costs of health care', Academy of Management Journal, 39, 738750.

Masi, R., & Cooke, R. (2000). Effects of transformational leadership on subordinate motivation,
empowering norms, and organizational productivity. International Journal of Organizational Analysis,
8, 16-47.

McKinnon, L.J., Harrison, L.G., Chow, W.C., Wu, A. (2003), Organizational culture: association with
commitment, job satisfaction, propensity to remain and information sharing in Taiwan.
International Journal of Business Studies, 11(1), 25-44.

Mawritz, M. B., Mayer, D. M., Hoobler, J. M., Wayne, S. J., & Marinova, S. V. (2012). A trickledown
model of abusive supervision. Personnel Psychology,65(2), 325-357.

Marcus, B., & Schuler, H. (2004). Antecedents of counterproductive behavior at work: a general
perspective. Journal of Applied Psychology, 89(4), 647.

McColl-Kennedy, J. R., & Anderson, R. D. (2005). Subordinatemanager gender combination and

perceived leadership style influence on emotions, self-esteem and organizational commitment. Journal
of Business Research, 58(2), 115-125.

Mester, C., Visser, D., Roodt, G., & Kellerman, R. (2003). Leadership style and its relation to employee
attitudes and behaviour. SA Journal of Industrial Psychology, 29(2), p-72.

McColl-Kennedy, J. R., & Anderson, R. D. (2002). Impact of leadership style and emotions on
subordinate performance. The Leadership Quarterly, 13(5), 545-559.

MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership
and salesperson performance. Journal of the academy of Marketing Science, 29(2), 115-134.

Misumi, J., & Peterson, M. F. (1985). The performance-maintenance (PM) theory of leadership: Review
of a Japanese research program. Administrative Science Quarterly, 198-223.

Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employee-organization linkage. The Psychology
of Commitment Absenteism, and Turn Over_ Academic Press Inc. London.

Motowidlo, S. J., Packard, J. S. and Manning, M. R. (1986). `Occupational stress: its causes and
consequences for job performance', Journal of Applied Psychology, 71, 618629.

Mowday, R. T., Porter, L. W., & Dubin, R. (1974). Unit performance, situational factors, and employee
attitudes in spatially separated work units. Organizational Behavior and Human Performance, 12(2),
231-248.

Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational
commitment. Journal of vocational behavior, 14(2), 224-247.

28
Nielsen, K., Randall, R., Yarker, J., & Brenner, S. O. (2008). The effects of transformational leadership
on followers perceived work characteristics and psychological well-being: A longitudinal study. Work
& Stress, 22(1), 16-32.

Nielsen, K., Yarker, J., Brenner, S.-O., Randall, R., & Borg, V. (2008). The importance of
transformational leadership style for the well-being of employees working with older people. Journal of
Advanced Nursing, 63(5), 465-475.

Nielsen, K., & Munir, F. (2009). How do transformational leaders influence followers affective well-
being? Exploring the mediating role of self-efficacy. Work & Stress, 23(4), 313-329.

Northouse, P.G. (2001). Leadership Theory and Practice. (Second ed.). Thousand Oaks, CA: Sage
Publications, Inc.

O'Boyle Jr, E. H., Forsyth, D. R., Banks, G. C., & McDaniel, M. A. (2012). A meta-analysis of the dark
triad and work behavior: A social exchange perspective. Journal of Applied Psychology, 97(3), 557.

O'Connor, J., Mumford, M. D., Clifton, T. C., Gessner, T. L., & Connelly, M. S. (1996). Charismatic
leaders and destructiveness: An historiometric study. The Leadership Quarterly, 6(4), 529-555

Paulhus, D. L., & Williams, K. M. (2002). The dark triad of personality: Narcissism, Machiavellianism,
and psychopathy. Journal of research in personality, 36(6), 556-563.

Parasuraman, R., & Davies, D. R. (1977). A taxonomic analysis of vigilance performance. In Vigilance
(pp. 559-574). Springer US.

Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and
substitutes for leadership as determinants of employee satisfaction, commitment, trust, and
organizational citizenship behaviors. Journal of management, 22(2), 259-298.

Powell, G. N., Butterfield, D. A., & Bartol, K. M. (2008). Leader evaluations: a new female
advantage?. Gender in Management: An International Journal,23(3), 156-174.

Peterson, R.S., Martonara, P.V., Smith, D.B. and Owens, P.D. (2003), The impact of chief executive
ofcer personality on top management team dynamics: one mechanism by which leadership affects
organizational performance, Journal of Applied Psychology, Vol. 88 No. 5, pp. 795-809.

Perry, S. J., Witt, L. A., Penney, L. M., & Atwater, L. (2010). The downside of goal-focused leadership:
the role of personality in subordinate exhaustion.Journal of Applied Psychology, 95(6), 1145.

Popper, M. (2001). The dark and bright sides of leadership: Some theoretical and practical
implications. Concepts, challenges, and realities of leadership, Academy of Leadership, College Park,
MD.
Powell, G. N., Butterfield, D. A., & Bartol, K. M. (2008). Leader evaluations: A new female advantage?
Gender Management: An International Journal, 23(3), 156-174.

29
Robbins, S. and Mary Coulter, M., 2000. Management (7th Edition), Prentice-Hall International, Inc.

REDDY, A. (2011). IMPACT OF TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP

ON EMPLOYEE JOB PERFORMANCE AND JOB SATISFACTION IN UAE BANKING SECTOR.

Rowold, J., & Schlotz, W. (2009). Transformational and transactional leadership and followers chronic
stress. Leadership Review, 9(2), 35-48.

Rubin, A. Babbie, & ER (2005). Research methods for social work, 191-192.

Richard, H. L., Robert, G. C., & Gordon, C. J. (2002). Leadership: Enhancing the Lessons of Experience.

Robinson, S. L., & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A

multidimensional scaling study. Academy of management journal, 38(2), 555-572.

Robertson, I., P. Healey, M., P. Hodgkinson, G., Flint-Taylor, J., & Jones, F. (2014). Leader personality
and employees experience of workplace stressors. Journal of Organizational Effectiveness: People and
Performance, 1(3), 281-295.

Rolland, J. P., & De Fruyt, F. (2003). The validity of FFM personality dimensions and maladaptive traits
to predict negative affects at work: A six month prospective study in a military sample. European Journal
of Personality, 17(S1), S101-S121.

Rowney, J. I. A., & Cahoon, A. R. (1988). A preliminary investigation of burnout dimensions in intact
work groups. In A paper presented at the International Congress of Psychology, Sydney, Australia.

Rowold, J., & Schlotz, W. (2009). Transformational and transactional leadership and followers chronic
stress. Leadership Review, 9(Spring), 35-48.

Ribelin, P. J. (2003). Retention reflects leadership style. Nursing Management, 34(8), 18-20.

Keashly, L., Trott, V., & MacLean, L. M. (1994). Abusive behavior in the workplace: A preliminary
investigation. Violence and Victims, 9(4), 341-357.

Schaubroeck, J., Walumbwa, F. O., Ganster, D. C., & Kepes, S. (2007). Destructive leader traits and the
neutralizing influence of an enriched job. The Leadership Quarterly, 18(3), 236-251.

Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive
leadership and its outcomes. The Leadership Quarterly, 24(1), 138-158.

Schriesheim, C. A., Neider, L. L., & Scandura, T. A. (1998). Delegation and leader-member exchange:
Main effects, moderators, and measurement issues.Academy of Management Journal, 41(3), 298-318.

SELTZER, J., NUMEROF, R. E., & BASS, B. M. (1989). Transformational leadership: Is it a source of
more burnout and stress?. Journal of Health and Human Resources Administration, 174-185.

30
Sparks, J. R., & Schenk, J. A. (2001). Explaining the effects of transformational leadership: an
investigation of the effects of higherorder motives in multilevel marketing organizations. Journal of
Organizational Behavior, 22(8), 849-869.

Spector, P. E. (2008). Industrial and organizational psychology. Research and.

Spector, P. E., & Fox, S. (2002). An emotion-centered model of voluntary work behavior: Some parallels
between counterproductive work behavior and organizational citizenship behavior. Human Resource
management review, 12(2), 269-292.

Sosik, J. J., & Godshalk, V. M. (2000). Leadership styles, mentoring functions received, and jobrelated
stress: a conceptual model and preliminary study.Journal of Organizational Behavior, 21(4), 365-390.

Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences (Vol. 3). Sage
publications.

Theriou, G., Theriou, N., & Chatzoglou, P. (2007). The relationship between learning capability and
organizational performance: The banking sector in Greece. SPOUDAI, The University of Piraeus Journal
of Economics, Business, Statistics and Operations Research.

Trautmann, K., Maher, J. K., & Motley, D. G. (2007). Learning strategies as predictors of
transformational leadership: the case of nonprofit managers. Leadership & Organization Development
Journal, 28(3), 269-287.

Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of
management review, 29(2), 222-240.

Waldman, J. D., Kelly, F., Aurora, S., & Smith, H. L. (2004). The shocking cost of turnover in health
care. Health care management review, 29(1), 2-7.

Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: transformational leadership,
collectivist orientation, work-related attitudes and withdrawal behaviours in three emerging
economies. International journal of human resource management, 14(7), 1083-1101.

Westerlaken, K. M., & Woods, P. R. (2013). The relationship between psychopathy and the Full Range
Leadership Model. Personality and Individual Differences, 54(1), 41-46.

Wexley, K. N., & Yukl, G. A. (1984). Organizational Behavior, People and Processes in
Management. Richard D. Iwin, Homewood, Illinois, 60430.

Wexley, K. N., & Yukl, G. A. (1984). Organizational Behavior, People and Processes in Management.
Richard D. Iwin, Homewood, Illinois.

Wilkinson, A. D., & Wagner, R. M. (1993). Supervisory leadership styles and state vocational
rehabilitation counselor job satisfaction and productivity. Rehabilitation Counseling Bulletin, 37(1), 15
-24.

31
Yang, J. T., Wan, C. S., & Fu, Y. J. (2012). Qualitative examination of employee turnover and retention
strategies in international tourist hotels in Taiwan. International Journal of Hospitality
Management, 31(3), 837-848.

Yao, Y. H., Fan, Y. Y., Guo, Y. X., & Li, Y. (2014). Leadership, work stress and employee
behavior. Chinese Management Studies, 8(1), 109-126.
Yukl, G. A. (1971). Toward a Behavioral Theory of leadership. Organization Behavior and Human
Performance, 6, 414-440.

Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership

theories. The leadership quarterly, 10(2), 285-305.

Zhang, H. T., Chen, M. Z., Stan, G. B., Zhou, T., & Maciejowski, J. M. (2008). Collective behavior
coordination with predictive mechanisms. Circuits and Systems Magazine, IEEE, 8(3), 67-85.

32
33