Self-serving leaders satisfy their self-interests at the cost of both employees and organizations, leading to declining organizational competitive advantage and performance. 

Drawing upon the affective events theory (AET), we constructed and examined a theoretical model of self-serving leadership influencing counterproductive work behaviour (CWB), where traditionality plays a significant moderating role through the lens of anger as a mediator. Data were collected in three waves using a survey questionnaire distributed in three industries located in the Southwest district of China.

This research report has been sourced from the UEL Research Repository under licence (CC BY 4.0).