The Relationship between Leadership Styles with Occupational Stress, Organizational Deviant Behaviors, and Job Burnout in a Military Health, Rescue, and Treatment Center

Inappropriate leadership style can destroy a large portion of the organization's capital and the efforts of qualified employees. This study aimed to investigate the relationship between leadership styles with job stress, organizational deviant behaviors, and burnout in a military health, rescue, and treatment center.

In this descriptive-analytical study, 165 military personnel of a military health, rescue, and treatment center were recruited with census method in 2017. The instruments used were Bass leadership style questionnaire, Kahn et al. Stress questionnaire, Bennett's deviant behaviors questionnaire and Maslash burnout questionnaire.

There was a significant and inverse relationship between transformational leadership and job stress (r=-0/482, p<0/0001) and deviant organizational behaviors (r=-0/414, p<0/0001) and a significant direct relationship with burnout (r=-0/423, p<0/0001). Also, there was a significant and inverse relationship between exchange leadership with job stress (r=-0/238, p<0/0001) and deviant organizational behaviors (r=-0/262, p<0/0001) and a significant direct relationship with burnout (r=0/361, p<0/0001). There was a significant direct relationship between non-interventionist leadership with job stress (r=0/351, p<0/0001) and deviant organizational behaviors (r=-0/436, p<0/0001) and a significant inverse relationship between non-interventionist leadership and burnout (r=-0/482, p<0/0001).

Transformational, transactional and laissez-faire leadership styles are important predictors of job stress, organizational deviant behaviors, and burnout.