The Relationship Between Destructive Leadership and Deviant Behavior Regarding the Moderating Role of Psychological Capital Among Female Employees

Abstract

Introduction and Aim: Destructive leadership is considered one of the most harmful leadership styles that may negatively affect employees and increase organizational deviant behaviors. The present study aimed to investigate the relationship between destructive leadership and deviant behavior with emphasis on the moderating role of psychological capital among female employees of Tarbiat Modares University in Tehran.

Methodology: This study employed a correlational design using hierarchical regression analysis. The statistical population consisted of all female employees of Tarbiat Modares University in spring 2025, from whom 220 participants were selected through simple random sampling. Research instruments included the Destructive Leadership Questionnaire developed by Golparvar (2011), the Workplace Deviance Questionnaire by Bennett and Robinson (2000), and the Psychological Capital Questionnaire developed by Nguyen et al. (2012). Data were analyzed using Pearson correlation coefficient, multiple regression analysis, and hierarchical regression analysis through SPSS and AMOS software.

Findings: The findings revealed no significant relationship between destructive leadership and organizational or interpersonal deviant behaviors (P>0.05). However, destructive leadership showed significant negative relationships with self-efficacy, hope, and resilience, while optimism demonstrated a weak negative relationship with destructive leadership. Multiple regression analysis indicated that psychological capital components could not significantly predict deviant behaviors. Nevertheless, hierarchical regression analysis demonstrated that self-efficacy and hope significantly moderated the relationship between destructive leadership and both organizational and interpersonal deviant behaviors.

Conclusion: The results indicated that destructive leadership does not directly predict deviant behaviors among female employees, but it can weaken their psychological capital. Furthermore, self-efficacy and hope acted as protective psychological resources that reduced the negative consequences of destructive leadership on deviant behaviors. Therefore, strengthening psychological capital and reducing destructive managerial behaviors may contribute to improving organizational health and employee behavioral outcomes among female staff.