Paradoxical Effect of Exploitative Leadership on Employee Performance (WITHDRAWN)

Abstract

Based on paradox theory, this study aims to investigate the paradoxical consequences of exploitative leadership on employee work outcomes. From the perspective of the ‘performing–learning’ lens, we hypothesise that exploitative leaders boost employee task performance, yet inhibit employee creative performance. In a three-wave time-lagged field study with 106 leaders and 249 matched subordinates, the results confirm our hypotheses, and we also find mediating effects of performance pressure and intrinsic motivation, as well as a moderating effect of traditional value. When leaders exert more exploitative behaviours, employees with a high level of traditionality show enhanced task performance via performance pressure, while those low in traditionality display worse creative performance because of their poor intrinsic motivation. These findings contribute to the destructive leadership literature, emphasising the distinct influences of exploitative leadership on different aspects of employee performance, and have implications for management practice.