Deviant Workplace Behavior and Job Performance: The Moderating Effect of Transformational Leadership

Abstract

This paper studies the moderating effect of Transformational Leadership (TL) on the relationship between Deviant Workplace Behavior (DWB) and Job Performance (JP). Data were collected using a self-administered questionnaire from 288 (n=288) respondents using quota sampling approach. The analysis shows that employees’ DWB negates JP and there is a moderating effect of TL behavior on the relationships of DWB and JP. TL can moderate the behavior of deviant employees which, in turn, contributes to accelerating JP. This study brings forth implications both for academics and professionals. It encourages more researches from academics on it and robust application of these findings for professionals for the effective utilization of their talents. It also proposes that the punitive approach of dealing with deviant employees requires replacement with appropriate leadership styles.