The Effects of Leaders' Behavior on Job Satisfaction, Organizational Citizenship Behavior, Deviant Behavior, and Job Performance of Employees

Introduction

Leaders or Superiors are the central part of an organization. Everyone is having desire, aspiration and capacity to become a leader, but those who have such visionary qualities put their efforts to be an effective leader. They perform an eminent role in the organization development where employees can nurture themselves and contribute in organizational growth (Rasulzada, Dackert, & Johansson, 2003 and Nielsen, Yarker, Brenner, Randall, & Borg, 2008). Staker diagnosed that earlier role of a superior was only concerned about production and task accomplishment through operative employees. Now, the role of superior transformed and up scaled with respect to various management functions like job identification, job design, hiring, training, team co-ordination, performance management and communication policies to the employees (Robbins & De Cenzo, 2001). Presently role of superior not restricted to only supervising employees, it has been transformed towards mentoring, monitoring, directing and optimum allocation of employees with their competencies to attain the specific organization's goal.

Past literature revealed that academicians and practitioners were showing interest in studies related with leaders’ behavior (Griffin & Lopez, 2005; Griffin & O'Leary-Kelly, 2004). The role of leaders leveraged not only organizational growth but also individual advancement. Leaders’ behavior was an important construct to study the employees’ job satisfaction, attrition rate, health concerns, absenteeism, deviant behavior and citizenship behavior (Ashforth, 1997; Zellars et al., 2002; Bamberger &Bacharach, 2006; Mitchell & Ambrose, 2007 and Tepper, 2007).

Researchers (Birgit Schyns and Jan Schilling, 2013; Ståle Einarsen, 2007 and Ali Mohammad Mosadegh Rad et. al., 2006) measured leaders’ behavior any of the forms like transformational-transactional, autocratic-democratic, and constructive-destructive. In the present article, leaders’ behavior is measured with respect to employee’s job satisfaction. Leaders’ constructive behavior expressed with respect to their concerns towards both organization and employees’ well-being (Bass, 1990 and Yukl, 2002) while leaders’ destructive behavior was considered as their hostility including verbal and non-verbal aggression excluding physical abusement (Tepper, 2000, p. 178). Moreover, leaders’ destructive behavior revealed through abusive language, aggression, public teasing, subordinates’ termination as personal biasness supersedes professionalism (Keashly, Trott, and MacLean, 1994).

Job satisfaction is also an important determinant to analyze employees’ involvement towards overall growth of the organization (Wallace & Chernatony, 2009). The major concern to study employees’ job satisfaction is their perceived dissatisfaction in their present jobs. Due to this frustrating element they start to look out for other job opportunities. They would continue in the same organization I absence of any opportunity but psychologically quit from their job role and do not indulged with the motivation. Addressing to these major issues the present article is an attempt to diagnose the role of leaders’ behavior in employees’ job satisfaction and its mediating impact on employees’ organization citizenship behavior (OCB), deviant behavior and job performance.