Abstract
PurposeBased on the approach/inhibition theory of power, this study explores the relationship between sense of power and exploitative leadership. We particularly examine the role of self-interest as a mediator and the role of ambition at work as a moderator.Design/methodology/approachThe data were collected from 189 supervisors and 702 employees. We analyzed the data using path analysis to test the research model.FindingsThe results show the following: (1) sense of power positively affects exploitative leadership; (2) the effects of sense of power on exploitative leadership are mediated by self-interest; (3) the effects of self-interest on exploitative leadership are moderated by ambition at work.Originality/valueThe current study identifies self-interest as a key mediator that links sense of power to exploitative leadership and demonstrates that ambition at work moderates the process of self-interest to exploitative leadership.
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