This chapter intends to explore the association between different administrative leadership styles and counterproductive behaviors within the Ministry of Municipality and Environment (MME) in Qatar—Planning Sector. The study population represented 493 administrative leaders employed in the ministry, with a subset of 209 participants included in the analysis as a study sample. A descriptive research design was employed, and data were analyzed using the Statistical Package for the Social Sciences (SPSS). Various statistical methods, such as frequencies, percentages, means, standard deviations, Pearson correlation coefficient, Cronbach’s alpha coefficient, One Way ANOVA, t-tests, and multiple regression analysis, were utilized. The key findings revealed a significant negative correlation (p < 0.01) between democratic leadership style and counterproductive behaviors (−0.369), a significant positive correlation (p < 0.01) between autocratic leadership style and counterproductive behaviors (0.552), and a significant positive correlation (p < 0.01) between laissez-faire leadership style and counterproductive behaviors (0.650). Based on these findings, it is recommended that HR management experts be involved in addressing this issue and that leadership styles training be enhanced.