Leadership Styles, Employee Turnover Intentions and Counterproductive Work Behaviours

We have examined the relationship between leadership style, employee turnover intentions, and counterproductive work behaviours using a cross sectional survey design by purposively sampling eight (8) branches of one of Ghana’s premier banks and conveniently selecting 170 respondents. Data was solicited by means of questionnaire adapted from Simon and Oates (2009) measured on five (5) point Likert- scale and analysed using inter-correlation matrix to establish the relationship between the study variables. The result showed a significant positive association between autocratic leadership style, employee turnover intentions, and counterproductive work behaviour but exposed significant negative connection between democratic leadership styles, employee turnover intentions, and counterproductive work behaviours. Laissez faire leadership style indicated significant negative relationship with turnover intentions but significant positive correlation with CWB implying that subordinates under laissez faire leaders will show less turnover intentions but more CWBs due to the apathetic attitude showed by the leader. Employee under autocratic leaders are more prone to CWBs and intentions to quit job mainly as a result of the leaders over emphasis on production than people. Workers under democratic leadership style are less likely to involve in turnover intentions and CWBs due to the collective decision-making approach of the leader. The study recommends leadership training in team building and participatory decision making competence of leaders to minimize employee turnover intentions and CWBs.