Exploring the nexus between exploitative leadership and knowledge-sharing behaviors: the role of conservation of resources perspective

Purpose Exploring the dark side of leadership through destructive forms is becoming more popular. Drawing on conservation of resources theory, this study aims to investigate how exploitative leadership impacts knowledge-sharing behavior through the mediating role of psychological distress. In addition, this work deeps into the potential moderating effect of psychological resilience that links exploitative leadership, knowledge sharing and psychological distress.. Design/methodology/approach Survey data were gathered from 326 service employees in Vietnam. The partial least squares-structural equation modeling method was used to test the research hypotheses. Findings Empirical findings show a negative relationship between exploitative leadership and knowledge sharing. Furthermore, psychological distress plays a mediating role in the link between exploitative leadership and knowledge sharing. The results also show how psychological resilience moderates the relations between exploitative leadership, psychological distress and knowledge sharing. Practical implications The findings of this study offer guidance for managers to better undermine the damaging effects of exploitative leadership. Originality/value This study enriches the understanding of the “black box” underlying the link between exploitative leadership and knowledge sharing by demonstrating the mediating role of psychological distress. Moreover, by verifying the moderating role of psychological resilience, this study provides insights into the boundary conditions of the impact of exploitative leadership.