Effect of Despotic Leadership Style on Employee Job Satisfaction at University Level

A Mediating Role of Workplace Deviance Behaviour

Abstract

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This study investigates the impact of despotic leadership on job satisfaction among employees in Pakistani universities, with a particular focus on the mediating role of workplace deviance. This research is pivotal as it addresses a relatively underexplored dimension of leadership within the unique context of higher education in a developing country. A cross-sectional research design was employed, gathering data through questionnaires from six public universities in Punjab, Pakistan. Despotic leadership, workplace deviance, and employee job satisfaction were assessed using validated scales. Data analysis was performed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicated a significant negative direct relationship between despotic leadership and employee job satisfaction. Furthermore, workplace deviance was found to mediate this relationship, indicating that negative leadership styles not only directly diminish job satisfaction but also promote behaviors that further degrade satisfaction. Despotic leadership detrimentally affects employee satisfaction and cultivates a negative environment that can lead to deviant workplace behaviours. The study underscores the importance of recognizing the effects of leadership styles to enhance employee satisfaction and organizational health in academic institutions.