Relations between perceived leadership style, self sabotaging attitude and wellbeing at work

This study examines whether employees' perceived well-being levels play a mediating role in the relationship between their perceived leadership style and self-sabotaging attitudes. 111 private and public sector employees, 45 of whom are female and 66 are male, participated in the research. The participants in the study were reached through convenience sampling method and to collect the data used tools were: Demographic Data Form, Multifactor Leadership Scale, Employee Self Sabotaging Scale, and Perceived Wellbeing Scale. Exploratory factor analyses were conducted for validity and reliability analyzes during the development phase of the Employee Self Sabotaging Scale. In order to determine the relationships between the variables in the study, normality analysis and correlation analysis were completed and for mediation analyses hierarchical regression analysis was made. According to the correlation analysis results obtained as a result of the research, it was seen that the transactional and transformational leadership style perceived by the employee had a negative relationship with self sabotaging and a weak positive relationship with perceived well-being. The laissez-faire leadership style was not found to have a relationship with self-sabotaging, and it was found that it had a weak positive relationship with perceived wellbeing. In addition, it was found that the employee's self sabotaging had a negative medium level relationship with perceived wellbeing. When the mediation analysis results were examined, it was determined that the transactional and transformational leadership styles perceived by the employees had a mediating variable role in the relationship between the self-affirmation sabotage which is the sub-dimension of self sabotaging. At the end of the study, the research findings were discussed.