Abstract
ABSTRACT This study mainly focused on how and why an exploitative leader influences service sabotage via new underlying mechanism, such as distress/boundary condition and procedural/distributive justice by using the COR theory. A time-tagged strategy for the data collection from multiple sources are used. This study demonstrated that procedural and distributive justice attenuates the detrimental effects of exploitative leaders on service sabotage via psychological distress. This study enhances the current research by addressing these critical challenges, and it generates unique insights that can be used by organizational justice practitioners to mitigate the adverse effects of exploitative leaders on their organizations.
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