In this research the self efficacy theory is used. The assumptions of this theory is to relate with each variable in detail.

Variables are:

1. leader humility(it should be considered as positive impact on employe's anti social behaviour)
2. antisocial behaviour
3. midfulness .
4. self efficacy

assumptions could be found here in the link below: or you can search yourself.

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2921833/?fbclid=IwAR3ohR69SWljrhZk_kWQN9mONkO0CBhbVzhVGcezXZcNu2D6EiySplllXhY

You can read research here:

https://drive.google.com/file/d/1Y3sRRM1aIewjW-4EbSpDNTBQEonoFPJN/view?usp=sharing

You need to make changes and rewrite the below topic "Theoretical Backround" accordingly. Thank you

Theoretical Background:

According to Aquino et al. 1999, an employee shows antisocial behaviors when they are not treated well at the workplace. When employees' do not observe fairness in the workplace, they engage themselves in negative behaviors.The model of this study is supported by two theories Self efficacy theory by Bandura (1861) and social exchange theory by Blau 1964. The social exchange theory is the overarching theory, which is keeping the whole links of this study. Self-efficacy theory ( Bandura et al. 1861) is an extension of the social learning theory. It claimed that when people observe model performances and behavior and their consequences, they try to adopt these behaviors. According to Bandura (1977, 1986, 1997), Self-efficacy is individuals believe in their capabilities to control one's behavior or actions. The model of current study is based upon self-efficacy theory. The self-efficacy theory provides a link between leader humility and antisocial behaviors in the workplace. Leaders who are humble and have high self-efficacy can control the antisocial behaviors of employees at the workplace.

When employees observe that their leader is humble and showing openness and giving importance to their ideas and suggestions they start idealizing their leader and start adopting such behaviors.

Most previous researches use the social exchange theory to understand the employees reaction in return of leader humility. ( wang et al. 2019).According to Social exchange theory employees react excellent or harmful to the behaviors they receive from others accordingly. So the employees who are mistreated at the workplace will behave accordingly. Employees who perceive that their leader is treating them fairly and humbly they will behave accordingly and will not show such behaviors which may hurt their leader. The first link of this study is about Leader Humility and employees antisocial behavior. Based upon the social exchange theory when a leader is abusive with his employees and show negative behavior to his employees due to exchange relationship employees will also show negative behavior i.e antisocial behaviors, employees will not be motivated and will be engaged in negative work behaviors by showing antisocial behaviors .Employees will intentionally behave negatively to hurt their leaders. It is in depends on leader how he can control the situation. If a leader has belief on his capabilities he can control employees behavior by showing them humbleness and openness. In this way Self-efficacy theory support link of our study which is about leader humility and employee anti-social behavior.Humble leaders use their self-efficacy and mindfulness to discourage negative behavior of employees at workplace. The whole model of the study is supported by Self efficacy theory (Bndura1861)and social exchange theory Blau 1964)