Abstract
The study aims to examine the detrimental effect of amoral leadership on subordinates’ knowledge sabotage behavior. Particularly, this study explains the detrimental dual-mechanism of such a relationship. Data collection was administered to 288 full-time academics working at universities in a region of Indonesia by utilizing structural equation modeling to analyze data. The study findings indicated that amoral leadership is an essential factor in driving subordinates’ knowledge sabotage behavior. Particularly, amoral leadership may create a subordinates’ moral deficit (manifested as a subordinates’ low moral identity), and increase subordinates’ norm violation acceptability, which in turn increases subordinates’ involvement in knowledge sabotage behavior.
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