The Effect of Toxic Leadership, Teamwork, and Job Stress on Employee Performance with Workplace Deviant Behavior as Mediation

This study aims to empirically examine the effect of toxic leadership, teamwork, and job stress on employee performance with workplace deviant behavior as a mediating variable at the Central Bureau of Statistics (BPS) of East Kalimantan Province. This research uses quantitative methods with SEM-PLS analysis tools. The test results show that toxic leadership (X1) shows a negative influence (coefficient value -0.012) on employee performance (Y1) but is not significant (t-statistic 0.071). Teamwork (X2) has a positive and significant effect on employee performance (Y1) with a coefficient value of 0.282 and t-statistic 2.246. Job stress (X3) has a negative and significant effect on employee performance (Y1) with a coefficient value of -0.302 and a t-statistic of 1.986. Toxic leadership (X1) has a positive and significant effect on workplace deviant behavior (Y2) with a coefficient value of 0.550 and a t-statistic of 8.106. Workplace deviant behavior (Y2) has a negative and significant effect on employee performance (Y1) with a coefficient value of 0.282 and a t-statistic of 2.664. Toxic leadership (X1) has a negative and significant effect on Employee Performance (Y1) through workplace deviant behavior (Y2) with a coefficient value of 0.155 and a t-statistic result of 2.270.