The Impact of Exploitative Leadership on Employees’ Adaptive Performance
QIAN Zhichao，LI Xiaoyu，WEN Xiaoyi，LUO Wenhao
1. China University of Labor Relations, Beijing, China; 2. Renmin University of China, Beijing, China; 3. Northern University of Technology, Beijing, China
Abstract：Based on the Conservation of Resources (COR) theory, this study explores the negative impact of exploitative leadership on employee adaptive performance through a two-stage survey of 297 employees from 23 companies. The results indicate that exploitative leadership significantly reduces both thriving at work and employee adaptive performance. Thriving at work mediates the relationship between exploitative leadership and employee adaptive performance. In addition, coworker support moderates the relationship between exploitative leadership and thriving at work, as well as the mediating effect of thriving at work between exploitative leadership and employee adaptive performance. Specifically, when coworker support is high, both the negative relationship between exploitative leadership and thriving at work and the mediating effect of thriving at work become weaker.
