Unit-Level Counterproductive Work Behaviour: The Role of Authentic Leadership and Collective Personality

Abstract

This study examines the influence of authentic leadership on unit-level counterproductive work behaviour (CWB). It also examines collective personality and its dimensions as a moderator of the relationship between authentic leadership and unit-level counterproductive work behaviour. Three hundred and twenty-one (321) employees were purposively sampled from both public and private-owned banking institutions within the Greater Accra Metropolitan Area for this quantitative cross-sectional study. Data were analysed using hierarchical multiple regression analysis. Results indicated that the authentic leadership dimension of relational transparency was negatively related to CWB. Collective agreeableness and collective extraversion were negatively related to CWB while no relationship was established with collective openness, collective conscientiousness and collective emotional stability. Collective personality was not found to moderate the relationship between authentic leadership and CWB. Findings of this study indicate that authentic leadership reduces CWB. Findings also show that collective extraversion and collective agreeableness reduces CWB within units. In order to reduce CWB at work, organizations must therefore prioritize hiring employees with higher scores on the authentic leadership component, who also are outgoing and prioritize social harmony. Organisations can also undertake authentic leadership programmes to educate and train present and future leaders in the development of authentic leadership traits.