Transformational Leadership Style and Subordinates Counterproductive 146 Work behavior (CWB): A study on Public and Private Sector Banks in India

In organizations, success has not just attained through financial excellence, but also over human resources who are ‘physically’ & ‘psychologically’ stable and that is, why sustaining a harmonized work culture is hugely significant and concern for every company’s Leader. Organizations require a team of committed, competent & positive mind employees who can always contribute to the existence of their company in this dynamic, growing scenario, But with this fast pace of the competitive world, management is lacking in giving due consideration to their employee understanding along with their performance supervision. This pressure of adaptation has an unreceptive impact on employees’ wellbeing, attitudes, and excellence of work life, which is e v e nt u a l l y i n sti ga ti n g t h e u n e t h i c a l a n d counterproductive work behavior among employees. CWB notion has existed in every level of the workplace, which is spreading grounds through perceived negativity towards organizations (Martinko, Gundlach, & Douglas, 2002). Thus, there is a need to realize the fact that an Manager/superior could turn to be valued in constructing a secure work atmosphere for employee positive behavior (Kossek, Pichler, Bodner, & Hammer, 2011). Thus, this paper would attempt to determine whether there is any relation between the superior’s Transformational leadership style with subordinates CWB in public and private bank. For this analytical study, data of 422 bank subordinates were collected by multi-stage sampling, from three major cities of India. This finding revealed that in private bank Transformational leadership style found to be statistically significant but hold negative relation with follower’s counterproductive work behaviors.
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