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Rebellion Under Exploitation: How and When Exploitative Leadership Evokes Employees’ Workplace Deviance

Author

Listed:
  • Yijing Lyu

    (Xiamen University)

  • Long-Zeng Wu

    (Xiamen University)

  • Yijiao Ye

    (Shenzhen University)

  • Ho Kwong Kwan

    (Organizational Behavior and Human Resource Management Department, China Europe International Business School (CEIBS))

  • Yuanyi Chen

    (Hong Kong Baptist University)

Abstract

Drawing on the perspective of causal reasoning and the social cognitive theory of moral thought and action, this study explores the mechanisms underlying the association between exposure to exploitative leadership and employee workplace deviance. The results of a time-lagged survey conducted in China reveal that exposure to exploitative leadership can evoke a moral justification process that leads to increased employee organizational and interpersonal deviance. A tendency toward hostile attribution bias reinforces the direct link between exploitative leadership and moral justification and the indirect effects of exploitative leadership on employee organizational and interpersonal deviance, via moral justification. The theoretical and practical implications of this study are discussed and potential directions for future studies are proposed.

Suggested Citation

  • Yijing Lyu & Long-Zeng Wu & Yijiao Ye & Ho Kwong Kwan & Yuanyi Chen, 2023. "Rebellion Under Exploitation: How and When Exploitative Leadership Evokes Employees’ Workplace Deviance," Journal of Business Ethics, Springer, vol. 185(3), pages 483-498, July.
    • Handle: RePEc:kap:jbuset:v:185:y:2023:i:3:d:10.1007_s10551-022-05207-w
    DOI: 10.1007/s10551-022-05207-w
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    References listed on IDEAS

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    1. Ofer, Ephrat & Coyle-Shapiro, Jackie & Pearce, Jone L., 2019. "Eyes wide open: perceived exploitation and its consequences," LSE Research Online Documents on Economics 90823, London School of Economics and Political Science, LSE Library.
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    Cited by:

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