Destructive leader behavior: toward an increased understanding of how unethical leader behavior can harm subordinates

Purpose This study investigates unethical leadership empirically and examines its linkage with counterproductive workplace behavior through workplace ostracism, moral outrage and moral disengagement. The moderating role of coworker support was also tested. Design/methodology/approach The data collection comprised a structured survey having a sample of 489 full-time public sector employees, which were analyzed by employing process macros analysis techniques. Findings The findings reveal that unethical leadership develops the feelings of isolation at workplace, which leads to severe employee reactions at workplace. Results have revealed a significant positive impact of coworker support. Research limitations/implications This paper concludes with theoretical and practical implications and the potential avenues for future research. Originality/value This study adds values to the existing literature on the dark side of leadership by investigating unethical leadership and its related consequences.