Study The Effect Of Leader-member Exchange On Employees Counterproductive Work Behavior

Under today’s increasingly fierce and changeful market environment, companies are notonly relied on the wisdom of policy makers and managers to manage, but also shouldestablish relationship based on respect and trust emotional communication between leadersand employees. Companies should fully arose employees work enthusiasm and effectivelyreduce the employees’ counterproductive work behavior. It will contribute to the continuousdevelopment of enterprise. Counterproductive work behavior is what employees damage thelegitimate interests of stakeholders or any potential damage behavior to the organization. Inreality, the staffs always appear late arrival, cheat even fraud behavior. How to effectivelyinhibit employees’counterproductive work behavior has caused many managers thinking.Leader-member exchange as an antecedent variable of counterproductive work behavior,this article introduces organizational trust as an intermediary variable, work values asregulating variable to study the impact of leader-member exchange on the counterproductivework behavior. It uses empirical methods to conduct empirical research by taking sixteenlarge manufacturing enterprises as the sample. It discussed the relationship betweenleader-member exchange, organizational trust, counterproductive work behavior and workvalues under Chinese environment in this paper.The results show that the leader-member exchange has a significant negative influenceon counterproductive work behavior. Through impacting on organizational trust and its eachdimension, leader-member exchange has a significant negative impact on counterproductivework behavior. Organizational trust plays an intermediary role in this process and work valuesadjust the relationship of organizational trust and counterproductive work behavior.Conclusions are as follows:(1)Leader-member exchange has a significant negative influence on counterproductivework behavior.(2)Leader-member exchange has a significant positive influence on organizational trustof affective trust and cognitive trust.(3)Affective trust has a significant negative effect on employees’counterproductive workbehavior and cognitive trust only has a significant negative impact on employees’physiological regression behavior of counterproductive work behavior. (4)Affective trust and cognitive trust play partial intermediary role betweenleader-member exchange and counterproductive work behavior.(5)Work values adjust the relationship between affective trust and counterproductivework behavior.Finally, we discuss the results and give management advice on how to effectively restrainemployees’ counterproductive work behavior in this paper, then point out the lack of researchand future research direction.