The Effect of Transformational and Transactional Leadership on Employee Negative Behavior Mediated by Work Stress
Abstract
The objectives of this research was analyzed the effect of transactional leadership on work stress , the effect of transactional leadership on employee negative behavior, the effect transformational leadership on work stress, the effect of transformational leadership on employee negative behavior, and the effect of positively work stress on employee negative behavior. This research also analyzed the impact of transformational and transactional leadership on employee negative behaviour through work stress. The population of this study consist of two hundred employees PT. X Jakarta as the respondents provided the data that were analyzed for this study. Using the sub-set of the sampling consisting of was used to test five hypothesized relationship in the model. Data analysis in this research was used Structural Equation Model (SEM) to test independent variables influence the dependent variable. The result of this research conclude that there is positive impact from transactional leadership on work stress and negative impact from transformational leadership on work stress. The result of the study also revealed that theres in and positive indirect impact from transactional leadership on employee negative behaviour through work stress and negative indirect impact from transformational leadership on employee negative behaviour through work stress.
Downloads
References
Managerial Applications. New York: Simon and Schuster.
[2] Honell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional
leadership,locus of control, and support for innovation: Key predictors of consolidated-
business-unit performance. Journal of Applied Psychology, 891-902.
[3] Judge, T., & Robbins, S. (2018). Essentials of organizational behavior. New York:
Pearson Education.
[4] Liu, Z., Li, Z. C., Shi, S., & Fang, Y. (2013). Leadership style and employee turnover
intentions: a social identity perspective. Career Development International, 305-324.
[5] 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, 385-425.
[6] Marwanto, E. (2012). Ringkasan Manajemen Sumber Daya Manusia Antara Teori dan
Praktek.
[7] Odomeru, J., & Ogbonna, I. G. (2013). Transformational vs. Transactional Leadership
Theories: Evidence in Literature. International Review of Management and Business
Research, 355-361.
[8] Saragih, E., & Sierma, R. (2011). Riwayat Kerja Si Dudi. Jakarta: Elex Media
Komputindo.
[9] Sulsky, L., & Smith, C. (2005). Work Stress. Belmont: Thomson Wadsworth.
[10] Weihrich, H., Cannice, M. V., & Koontz, H. (2013). Management : A Global, Innovative,
and Entrepreneurial Perspective. India: McGraw Hill Education.
[11] Yao, Y.-H., Fan, Y.-Y., Guo, Y.-X., & Li, Y. (2014). Leadership, work stress and
employee behavior. Chinese Management Studies, 109-126.
[12] Zhang, J. (2002). On work-stress and self-regulation. Journal of Beijing Institute of
Technology, 60-65
