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Empirical study on transformational leadership, deviant behaviour, job performance, and gender : evidence from a study in Bangladesh

2017Journal article Open access
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dc.contributor.authorUddin, Mohammad Aftab
dc.contributor.authorRahman, Mohammad Sahidur
dc.contributor.authorHowladar, Mohammad Harisur Rahman
dc.date.accessioned2017-11-30T11:11:24Z
dc.date.available2017-11-30T11:11:24Z
dc.date.issued2017
dc.description.abstractThis paper studies the relationships between transformational leadership, deviant behaviour, job performance, and gender. Data collected from 160 respondents from different organisations using the convenience sampling method was analysed using descriptive statistics, bivariate correlation, and regression analysis. Results reveal that there is a negative relationship between transformational leadership and deviant behaviour, while a positive association exists between transformational leadership and job performance, with a negative correlation between deviant workplace behaviour and job performance. Gender analysis shows that female ratings for different indicators, such as transformational leadership, deviant behaviour, and job performance were not significantly distinct from those of males. The main implication of this research is that it informs executives how transformational leadership and deviant behaviour affect job performance. Limitations and future research directions are discussed.pt_PT
dc.description.versioninfo:eu-repo/semantics/publishedVersionpt_PT
dc.identifier.citationUddin, Mohammad Aftab, Mohammad Sahidur Rahman e Mohammad Harisur Rahman Howladar (2017). "Empirical study on transformational leadership, deviant behaviour, job performance, and gender : evidence from a study in Bangladesh". European Journal of Management Studies, 22(2):77-97pt_PT
dc.identifier.issn2183-4172
dc.identifier.urihttp://hdl.handle.net/10400.5/14357
dc.language.isoengpt_PT
dc.peerreviewedyespt_PT
dc.publisherISEG - Departamento de Gestãopt_PT
dc.relation.publisherversionwww.european-jms.compt_PT
dc.subjectDeviant Behaviourpt_PT
dc.subjectGenderpt_PT
dc.subjectJob Performancept_PT
dc.subjectTransformational Leadershippt_PT
dc.titleEmpirical study on transformational leadership, deviant behaviour, job performance, and gender : evidence from a study in Bangladeshpt_PT
dc.typejournal article
dspace.entity.typePublication
oaire.citation.conferencePlaceLisboapt_PT
oaire.citation.endPage97pt_PT
oaire.citation.issue2pt_PT
oaire.citation.startPage77pt_PT
oaire.citation.titleEuropean Journal of Management Studiespt_PT
oaire.citation.volume22pt_PT
rcaap.rightsopenAccesspt_PT
rcaap.typearticlept_PT

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2017, Volume 22, nº 2