Dysfunctional follower behavior and organizational performance in state‐owned organizations: the moderating role of specific leadership behavior

Abstract

This study examines the impact of dysfunctional follower behavior on organizational performance in state-owned enterprises (SOEs). Data from a cross-sectional survey design based on 315 responses were analyzed using structural equation modeling, which allowed the formulation of several recommendations. First, the evidence suggests that managers seeking to increase organizational performance should not devote many resources to addressing employees' political deviance. Second, managers aiming to increase or maintain organizational performance in SOEs should devote more time and resources to establishing policies that control employee ownership deviance. Third, managers aiming to increase or maintain organizational performance in SOEs should devote more time and resources to establishing measures to control employee personal aggression.