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Exploitative leadership and service sabotage

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

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.

Suggested Citation

  • Ye, Yijiao & Lyu, Yijing & Wu, Long-Zeng & Kwan, Ho Kwong, 2022. "Exploitative leadership and service sabotage," Annals of Tourism Research, Elsevier, vol. 95(C).
    • Handle: RePEc:eee:anture:v:95:y:2022:i:c:s0160738322000950
    DOI: 10.1016/j.annals.2022.103444
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    References listed on IDEAS

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    1. Boukis, Achilleas & Koritos, Christos & Papastathopoulos, Avraam & Buhalis, Dimitrios, 2023. "Customer incivility as an identity threat for frontline employees: The mitigating role of organizational rewards," Annals of Tourism Research, Elsevier, vol. 100(C).
    2. Zhining Wang & Shuang Ren & Doren Chadee & Yuhang Chen, 2024. "Employee Ethical Silence Under Exploitative Leadership: The Roles of Work Meaningfulness and Moral Potency," Journal of Business Ethics, Springer, vol. 190(1), pages 59-76, February.

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