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Influence of Leadership Styles on Deviant Workplace Behavior Among Staff of Benue State Internal Revenue Service

Tertindi Lordsent Tyokyaa, James Aondoakula Igbaakaa, Kwasedoo Ngbea, Nguemo Susie Hembah, Josephine Mbafan Uwouku

Abstract

This study examined the influence of leadership styles on deviant workplace behaviour among Staff of Benue State Internal Revenue Service using cross-sectional survey. Participants were 239 employees of Benue State Internal Revenue Service who were randomly selected. They were within the age range of 20 – 50 years with mean age of 32 years (SD=5.86), comprising of 144(60.3%) males, 85(35.6%) females, and 10(4.2%) who did not indicate their sex. Data were collected using the Workplace Deviance Questionnaire and the Multifactor Leadership Questionnaire . The results of multiple linear regression analysis revealed that leadership styles specifically transformational and laissez-faire leadership had significant positive influence on deviant workplace behaviour, while transactional leadership style had significant negative influence on deviant workplace behaviour among staff of Benue State Internal Revenue Service. Based on the findings, it was concluded that leadership styles are significant determinants of deviant workplace behaviour. The study recommends that the management of Benue State Internal Revenue Service and other similar organisations should apply more of transactional leadership style in their organisations with goals clearly defined as well as responsibilities and rewards. Key Words: Leadership styles, transformational leadership, transactional leadership, deviant behaviours, BIRS

Keywords

Leadership stylestransformational leadershiptransactional leadershipdeviant behavioursBIRS

References

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