The Relationship Between Transformational Leadership,Work Pressure And Counter-productive Work Behavior

Based on the transformational leadership theory put forward by Bums in1970, transformational leadership research has been a new paradigm of leadership theory study. Transformational Leader connects employees on the basis of stimulation, inspiration, consideration and charisma. Work pressure is a feeling of oppression or the state of tension what is happened someone can’t adapt to the working situation. The research shows that work pressure is not only damages employees’physical and mental health, but also has a negative impact on organization, such as employee’ dissatisfaction, high turnover and absenteeism. Counter-productive work behavior refers to a negative employee behavior which has negative impact on the organization and other employees in the organization. Work pressure is one of the main reasons for employees engaged in counter-productive work behavior. It focuses on the relationship between transformational leadership and leadership effectiveness. The research gets the concern in both academic circles and business circles.In the domestic academic circles, it is extremely rare to study the effect of leadership on counter-productive work behavior. The study discusses the effect of transformational leadership on employees’counter-productive work behavior. The topic is forward looking and provides a new perspective on leadership effectiveness.Through the survey in some enterprises in Guiyang and Zunyi,243questionnaires were recycled in the pretest phase and total587valid questionnaires were collected in the phase of formal research. SPSS17.0and AMOS7.0are used for statistics in the study. Research hypothesis are verified in analysis methods such as basic descriptive statistics, reliability analysis, validity analysis, correlation analysis, regression analysis, and confirmatory factor analysis. The research includes the effect of transformational leadership on work pressure and counter-productive work behavior, the effect of work pressure on counter-productive work behavior, and the intermediary effect of work pressure on the relationship between transformational leadership and counter-productive work behavior. Key findings of the study are:(1) Employees’perception of work pressure is significant differences in gender and weekly working hours; Employee counter-productive work behavior is significant differences in working hours per week.(2) Both employees’counter-productive work behavior and employees’perception of work pressure are significant negative correlate with transformational leadership; there is a significant positive correlation between employees’perception of work pressure and counter-productive work behavior.(3) Work pressure has an intermediary effect on the relationship between transformational leadership and employees’counter-productive work behavior.