Exploitative leadership and service sabotage

Drawing on the limited-strength model of self-regulation, we investigate how exploitative leadership can affect employees' service sabotage behavior. The findings from a sample of 264 supervisor–subordinate dyads indicate that exploitative leadership is indirectly related to employees' service sabotage through the experience of resource depletion. We also find that employees' neuroticism intensifies the direct effect of exploitative leadership on employees' depletion and the indirect effect of exploitative leadership on service sabotage through resource depletion. We also provide implications for theory and practice.