Research Of The Impact Of Differential Leadership, Interactive Justice On Counterproductive Work Behavior

In view of the serious harm of counterproductive work behavior, more and morescholars and entrepreneurs began to focus on and to specialize in this kind ofextra-role behavior. To explore the incentive to the counterproductive work behavior,and to propose solutions were the efforts of the researchers.In that context, this artiele chose the counterproductive work behavior as theresearch purpose, After extensive literature reviewing we found out: firstly, there arevery lack of exploration to the empirical study of counterproductive work behavior inthe context of Chinese culture; secondly, we need to expand the research of theleadership style; thirdly we need to further analysis the process and mechanism ofleadership style affects the counterproductive work behavior. Taking into account thesituations, we designed our research plan around these issues, get several conclusionsbased on theory analysis and emprical test on366validly samples.(1) The three types of favoritism of differential leadership behavior havedifferent influence on counterproductive work behavior of employees. Specifically,Differential tolerance have a significant positive effect on three types of counterproductivework behaviors; Differential caring has a significant negative effect on productioncounterproductive work behavior and personal aggression respectively; Differentialaward also have negative effects on production counterproductive work behavior andproperty counterproductive work behavior.(2) Interactional justice has a full mediating effect between differential caringand production counterproductive work behavior respectively, it also has a fullmediating effect between differential caring and personal aggression respectively.(3) Interactional justice has a partial mediating effect between differential awardand production counterproductive work behavior, it also has a partial mediating effectbetween differential award and property counterproductive work behavior.(4) Controlling the variables differs in counterproductive work behavior.Finally, suggestions for reducing counterproductive work behavior from theperspective of the organization and managers were put forward based on theconclusion of the study. Finally, the research limitations and future directions werealso put forwarded. The main innovation of the research was that interactional justicewere selected as mediating variable in the process of differential leadership influencing on counterproductive work behavior. The study extended applications ofthese theories in Chinese organizational situation. Besides, the findings also had someguiding significance in the enterprises’practice.