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THE EFFECT OF ETHICAL LEADERSHIP TECHNOLOGICAL ADVANCE MANAGEMENT AND AFFECTIVE ORGANIZATIONAL COMMITMENT ON SERVICE SABOTAGE BEHAVIOR

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11 Pages : 112-123

http://dx.doi.org/10.31703/gmsr.2024(IX-II).11      10.31703/gmsr.2024(IX-II).11      Published : Jun 2024

The Effect of Ethical Leadership, Technological Advance Management, and Affective Organizational Commitment on Service Sabotage Behavior

Abstract

    This study aims to examine how Service Sabotage Behavior (SSB) is affected by Ethical Leadership (EL), Technological Advancement Management (TAM), and Affective Organizational Commitment (AOC) in the setting of Pakistani microfinance institutions. We evaluate the role of these organizational characteristics in the incidence of service sabotage behavior among workers using regression analysis. The findings show a strong positive correlation between service sabotage behavior and all three independent variables (EL, TAM, and AOC). In particular, it has been discovered that the chance of service sabotage conduct is increased by ethical leadership, technology management, and organizational dedication, with organizational commitment having the greatest impact. The model has significant coefficients for each predictor, accounting for around 33.79% of the variation in service sabotage behavior. These results demonstrate the complexity of organizational dynamics and the potential for good organizational influences to unintentionally result in negative behaviors.

    Ethical Leadership (EL), Technological Advance Management (TAM), Affective Organizational Commitment (AOC)

    (1) Kashif Javed
    PhD Scholar, Institute of Business Administration, Khwaja Fareed University of Engineering and Information Technology Rahim Yar Khan, Punjab, Pakistan.
    (2) Khalil Ur Rehman
    Assistant Professor, Institute of Business Administration, Khwaja Fareed University of Engineering and Information Technology Rahim Yar Khan, Punjab, Pakistan.
    (3) Abdul Rasheed
    Assistant Professor, Institute of Business Administration, Khwaja Fareed University of Engineering and Information Technology Rahim Yar Khan, Punjab, Pakistan.
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Cite this article

APA

    APA : Javed, K., Rehman, K. U., & Rasheed, A. (2024). The Effect of Ethical Leadership, Technological Advance Management, and Affective Organizational Commitment on Service Sabotage Behavior. Global Management Sciences Review, IX(II), 112-123. https://doi.org/10.31703/gmsr.2024(IX-II).11

CHICAGO

    CHICAGO : Javed, Kashif, Khalil Ur Rehman, and Abdul Rasheed. 2024. "The Effect of Ethical Leadership, Technological Advance Management, and Affective Organizational Commitment on Service Sabotage Behavior." Global Management Sciences Review, IX (II): 112-123 doi: 10.31703/gmsr.2024(IX-II).11

HARVARD

    HARVARD : JAVED, K., REHMAN, K. U. & RASHEED, A. 2024. The Effect of Ethical Leadership, Technological Advance Management, and Affective Organizational Commitment on Service Sabotage Behavior. Global Management Sciences Review, IX, 112-123.

MHRA

    MHRA : Javed, Kashif, Khalil Ur Rehman, and Abdul Rasheed. 2024. "The Effect of Ethical Leadership, Technological Advance Management, and Affective Organizational Commitment on Service Sabotage Behavior." Global Management Sciences Review, IX: 112-123

MLA

    MLA : Javed, Kashif, Khalil Ur Rehman, and Abdul Rasheed. "The Effect of Ethical Leadership, Technological Advance Management, and Affective Organizational Commitment on Service Sabotage Behavior." Global Management Sciences Review, IX.II (2024): 112-123 Print.

OXFORD

    OXFORD : Javed, Kashif, Rehman, Khalil Ur, and Rasheed, Abdul (2024), "The Effect of Ethical Leadership, Technological Advance Management, and Affective Organizational Commitment on Service Sabotage Behavior", Global Management Sciences Review, IX (II), 112-123

TURABIAN

    TURABIAN : Javed, Kashif, Khalil Ur Rehman, and Abdul Rasheed. "The Effect of Ethical Leadership, Technological Advance Management, and Affective Organizational Commitment on Service Sabotage Behavior." Global Management Sciences Review IX, no. II (2024): 112-123. https://doi.org/10.31703/gmsr.2024(IX-II).11