The Effects Of Transformational Leadership On Employee’s Pro-social Rule Breaking

Pro-social rule breaking refers to intentional violation of a formal organizational policy, regulation, or prohibition with the primary intention of promoting the welfare of the organization or one of its stakeholders. As an important part of positive deviation, pro-social rule breaking expanded the research perspective of organizational deviation behavior, promote the balance of organization negative research and organization positive research.Pro-social rule breaking promote the organization’s vitality and change.However,current research on influence factors is scanty. This research using survey data collected from252employees in different organizations in China, the researchers empirically examines the relationship between transformational leadership and employee pro-social rule breaking,the mediating role of job autonomy, and the moderating effect of risk-taking propensity.First, this study tested the reliability and validity of the pro-social rule breaking,transformational leadership, job autonomyand risk-taking propensity, and confirmed the multidimensional structure of pro-social rule breaking,transformational leadership and job autonomy, the one-dimensional structure of risk-taking propensity.Second, we used the correlation analysis to test the relationship between pro-social rule breaking,transformational leadership, job autonomy and risk-taking propensity.Results showed that transformational leadership and pro-social rule breaking was significantly positively correlated, transformational leadership and job autonomy was aslo significantly positively correlated.Third, regression analysis was used to test the impact and stepwise regression method was also used to test the mediating effect of job autonomy,the moderating effect of risk-taking propensity. Results indicate that job autonomy mediates the relationships between transformational leadership and employee pro-social rule breaking, and risk-taking propensity moderates the relationship between transformational leadership and employee pro-social rule breaking, that is, the relationship is stronger for more risk-taking propensity than for less risk-taking propensity subordinates.