Exploitative leadership and service sabotage

Yijiao Ye; Yijing Lyu; Long-Zeng Wu; Ho Kwong Kwan

doi:10.1016/j.annals.2022.103444

Exploitative leadership and service sabotage

Yijiao Ye, Yijing Lyu, Long-Zeng Wu, Ho Kwong Kwan

Organizational Behavior/Human Resource Management

Research output: Contribution to journal › Journal

17 Citations (Web of Science)

Abstract

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.

Original language	English
Journal	Annals of Tourism Research
Volume	95
DOIs	https://doi.org/10.1016/j.annals.2022.103444
Publication status	Published - Jul 2022

Keywords

Exploitative leadership
Neuroticism
Depletion
Service sabotage

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10.1016/j.annals.2022.103444

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AB - 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.

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Exploitative leadership and service sabotage

Abstract

Keywords

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