Effect of despotic leadership on counterproductive behavior: the role of reduced organization-based self-esteem and emotional stability

Purpose: The aim of this paper was to examine the effect despotic leadership behavior on followers’ counterproductive behavior. It also hypothesized that would be mediated by reduced organization-based self-esteem (ROBSE) and moderated employee emotional stability. We draw upon conservation resources perspective social exchange theory. Theoretical framework: theory. Design/methodology/approach: setting study SMEs (small medium enterprises) in Gujranwala Division Pakistan. Time-lagged data were collected from 227 supervisor-subordinate dyads. Structural equation modeling applied test direct mediating effects. Interaction moderation performed using Hayes’ PROCESS macro SPSS. Findings: findings suggest has a positive Reduced partially mediates influence Similarly, stability moderates impact behavior. Research Practical & Social Implications: phenomenon is not new organizations; however, it only recently attracted interest researchers. good time empirically investigate impacts style can have subordinates. Originality/Value: For first time, confirmed our results leaders’ lowers subordinates’ causes them engage behavior, except those who high levels sheds light ill effects leaders followers. Keywords: leadership, self-esteem,