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The purpose of this research is to examine the relationship between exploitative leadership and employee innovative behavior and explore the mediating role of relational attachment and the moderating role of high-performance work systems (HPWSs).

This research collected data from 374 employees and their direct supervisors in 75 teams and tested a cross-level moderated mediation model using multilevel path analysis.

The results suggest that (1) exploitative leadership has a negative impact on employee innovative behavior; (2) relational attachment mediates the relationship between exploitative leadership and employee innovative behavior; (3) HPWS positively moderates the relationship between exploitative leadership and relational attachment and (4) HPWS moderates the mediating mechanism from exploitative leadership to employee innovative behavior.

The empirical findings suggest that organizations should make efforts to prevent exploitative leadership. Moreover, managers should pay attention to the important role of relational attachment in promoting employee innovative behavior and realize the role of HPWSs in facilitating the negative effects of exploitative leadership.

This research identifies relational attachment as a key mediator that links exploitative leadership to innovative behavior and reveals the role of HPWSs in strengthening the negative effects of exploitative leadership on employee innovative behavior.

This study aims to utilize the cognitive appraisal theory of stress and coping by conducting a joint investigation of the mediating role of knowledge hiding behaviors in the relationship of exploitative leadership on employee’s work related attitudes (i.e. turnover intentions) and behaviors (e.g. job performance, creativity) and fear of negative evaluation in influencing this mediation.

Using the Preacher and Hayes’ (2004) moderated-mediation approach, the authors tested the model by collecting multi-wave and two-source data from employees and fellow peers (n = 281) working in the service sector of Pakistan.

Results of the study demonstrate that exploitative leadership adversely influences one’s performance and turnover intentions through knowledge hiding behaviors. The fear of negative evaluation moderates the indirect effects of exploitative leadership on employee’s outcomes through knowledge hiding behaviors such that these indirect effects are stronger for individuals possessing low levels of fear of negative evaluation.

The current study contributes to knowledge management and dark leadership literature by suggesting knowledge hiding behaviors as a process through which exploitative leaders unveil their negative effects on employee’s outcomes. This study is also unique in the sense, as it posits that employees might vary because of their dispositional traits (i.e. low fear of negative evaluation) in responding to exploitative leadership with greater knowledge hiding behaviors.

Exploitative leadership as a form of destructive leadership may hinder employees' knowledge sharing. However, how and when exploitative leadership impacts employees' knowledge sharing is under explored. Drawing on fairness heuristic theory, this study aims to construct a moderated mediation model to investigate the impacting mechanisms of exploitative leadership on employees' knowledge sharing by introducing organization-based self-esteem as a mediator and perceived organizational procedural justice as a moderator.

To test the research model, data were collected from 148 full-time employees at two-time points and analyzed using partial least square-structural equation modelling (PLS-SEM).

Exploitative leadership has a direct negative impact on knowledge sharing. Through the mediation of organization-based self-esteem, exploitative leadership has an indirect impact on knowledge sharing. Organizational procedural justice can weaken the indirect negative relationship between exploitative leadership and knowledge sharing via organization-based self-esteem.

This study is the first to introduce fairness heuristic theory to explain the relationship between exploitative leadership and knowledge sharing. Findings about the mediating role of organizational self-esteem and the moderating role of organizational procedural justice in the relationship between exploitative leadership and knowledge sharing can uncover the black box of how exploitative leadership affects knowledge sharing.

Based on the approach/inhibition theory of power, this study explores the relationship between sense of power and exploitative leadership. We particularly examine the role of self-interest as a mediator and the role of ambition at work as a moderator.

The data were collected from 189 supervisors and 702 employees. We analyzed the data using path analysis to test the research model.

The results show the following: (1) sense of power positively affects exploitative leadership; (2) the effects of sense of power on exploitative leadership are mediated by self-interest; (3) the effects of self-interest on exploitative leadership are moderated by ambition at work.

The current study identifies self-interest as a key mediator that links sense of power to exploitative leadership and demonstrates that ambition at work moderates the process of self-interest to exploitative leadership.

Integrating appraisal theories of discrete emotions with the emotion regulation literature, this study aims to explore the relationships between exploitative leadership and certain types of counterproductive workplace behavior (CWB). Besides, this study seeks to examine the mediating roles of discrete emotions (i.e. anger and fear) and the moderating role of cognitive reappraisal within the proposed relationships.

Based on time-lagged survey data from 440 Chinese employees, this study conducted hierarchical regression analysis and bootstrapping approach to test the hypotheses.

The results revealed that exploitative leadership was positively related to approach-oriented CWB and avoidance-oriented CWB. In addition, this study found that anger mediated the relationship between exploitative leadership and approach-oriented CWB, whereas fear mediated the relationship between exploitative leadership and avoidance-oriented CWB. Further, cognitive reappraisal buffered the positive effects of exploitative leadership on anger and fear and the indirect effects of exploitative leadership on approach-oriented CWB (via anger) and avoidance-oriented CWB (via fear).

Managers should reduce leaders' exploitation and enhance employees' skills on emotional management and cognitive reappraisal.

First, by verifying the effects of exploitative leadership on both approach-oriented and avoidance-oriented CWB, this study adds to the literature on exploitive leadership and provides a more complete understating of the relationship between exploitative leadership and workplace deviance. Second, this study enriches the understanding of the process through which exploitative leadership affects employees by demonstrating the novel mediating roles of discrete emotions (i.e. anger and fear) through the lens of appraisal theories of discrete emotions. Third, by verifying the moderating role of cognitive reappraisal, this study provides insights into the boundary conditions of the influences of exploitive leadership.

Based on self-determination theory, this research paper aims to explore the implication of exploitative leadership for hospitality employees’ proactive customer service performance (PCSP) via harmonious passion for work (HPFW) and the moderating mechanism of power distance.

The authors’ sample included a total of 207 leader–follower dyads from three Chinese hotels. Hierarchical multiple regression and the PROCESS macro were used to analyze the data.

The results indicated that exploitative leadership has a negative indirect relationship with hospitality employees’ PCSP through decreased HPFW, and power distance plays a protective role of alleviating the negative implications of exploitative leadership for hospitality employees’ HPFW and PCSP.

Hotels are suggested to develop strict codes of conduct and adopt zero-tolerance policies for exploitative leadership. Additionally, hotels should also act to improve employees’ HPFW and pay attention to low-power-distance employees.

This research enriches exploitative leadership literature by investigating its effect on PCSP. Further, this research investigates HPFW as a mechanism linking exploitative leadership to PCSP. Finally, this research establishes the relationships among exploitative leadership, HPFW and PCSP by investigating the contingent impact of power distance.

Drawing on knowledge-based view, social exchange theory and leader-member exchange, this study examines how exploitative leadership (EL) influences knowledge management (KM), its processes, and further investigates the moderating role of organisational citizenship behaviours (OCB) on the relationship between EL and KM.

Using a quantitative approach, survey data were collected from 356 faculty members in Iraqi public universities, and the direct and moderating relationships were assessed through Hierarchical regression by PROCESS v.3.3 macros in SPSS.

The study found a significant negative impact of EL on KM, including its processes, especially on knowledge utilisation. The assessment also revealed that OCB has a significant moderating impact on EL, particularly its effect on knowledge creation.

The empirical insights of the study are valuable and precious for policymakers, managers and academics in education sectors of developing countries, to enrich their managerial and scientific performance through addressing EL behaviours while considering the moderating effect of OCB.

The relevance of the study stems from the scarcity of research on EL, while studies on the negative behaviours of leaders as a predictor of KM process failures are significantly limited. Additionally, studies on the moderating impact of OCB on the linkage between EL and KM processes remain limited. This study is one of the earliest studies that investigate these inter-relationships amongst EL, OCB and KM processes.

The purpose of this paper is to examine the antecedents of exploitative and explorative behaviours and to give valuable insight into the role of ambidextrous behaviours in developing creativity and innovativeness among owner-managers in SMEs.

A review of existing literature was carried out and drawing upon owner-managers, a survey using structured questionnaires was carried out with a total of 183 useful responses received. The proposed model was analysed using SmartPLS v2.3.7.

The empirical result suggests that behavioural complexity and organisational flexibility encourages exploitative and explorative behaviours, while ambidextrous behaviours encourage creativity and innovativeness. Rigidity, on the other hand, hinders the cultivation of ambidextrous behaviours.

The paper entails useful implication by demonstrating that flexibility enables owner-managers to reconcile competing demands and consequently, cultivate innovative outcomes. In this regard, business owner-managers must learn implicitly how to juggle these contradictory demands, suggesting an internal balancing mechanism independent of the organisational context and individual behavioural complexity. This paper suggests that cultivation of exploitative and explorative behaviours among owner-managers is useful in encouraging ambidextrous behaviours among SMEs.

The present study aimed to test the hypothesis that ethical leadership positively contributes to exploitative learning and explorative learning simultaneously and then examine the moderating role of work centrality in the relationships of ethical leadership with exploitative learning and explorative learning.

Time-lagged survey data were collected from 257 middle managers and their 257 immediate supervisors in 76 firms in China. Data were analyzed using structural equation modeling and Hayes' PROCESS macro for SPSS.

The results revealed that ethical leadership positively contributed to exploitative learning and explorative learning simultaneously. Importantly, the authors found that work centrality strengthened the positive relationships of ethical leadership with both exploitative learning and explorative learning.

The findings can help organizations enhance exploitative learning and explorative learning simultaneously and enable them to gain a sustainable competitive advantage.

Although explorative learning and exploitative learning together constitute fundamental resources for organizations' long-term success, prior research has not looked into whether and when leader behaviors facilitate explorative learning and exploitative learning simultaneously. The study contributed to fill this gap by introducing ethical leadership, signifying its positive role in enhancing both explorative learning and exploitative learning, and establishing work centrality as a moderator to reinforce these two positive relationships.

This paper aims to study followers' proactive personality (PP) as a personal resource in moderating the hindering impact of exploitative leadership (EL) on followers' job strain (JS).

Self-report data on EL, JS and PP were obtained from 113 working students in the USA, and a cross-sectional design was used. The data was analyzed using SPSS 27 through hierarchal multiple regression and the PROCESS macro.

The findings support the buffering role of PP on the hindering impact of EL on JS, such that followers with higher PP tend to buffer the positive relationship between EL and followers' JS.

This study recommends practitioners to hire proactive individuals and/or enable existing employees to engage in proactivity in the presence of exploitative leaders to better cope with their self-serving behaviors.

Using the conservation of resources (COR) theory, this study is the first to use PP as a personal resource that protects against and mitigates the negative impact of EL.