How leader job insecurity affects exploitative leadership

Purpose Based on uncertainty management theory, this study proposes that leaders’ job insecurity can trigger bottom-line thinking, which in turn breeds exploitative leadership, especially when leaders have weak power dependence on their followers. Design/methodology/approach To test these hypotheses, the authors conducted two scenario-based experiments to collect data. The data were analyzed using SPSS to verify the causal relationships between the variables. Findings Leader job insecurity has a significant positive effect on exploitative leadership. The bottom-line mentality mediates the relationship between leader job insecurity and exploitative leadership. Moreover, the leader’ s power-dependence on the follower negatively moderates the relationship between leader job insecurity and bottom-line mentality and moderates the mediating role of the bottom-line mentality between leader job insecurity and exploitative leadership. Research limitations/implications Organizations should pay attention to the negative impact of uncertainty faced by leaders and take relevant measures to help alleviate their insecurity and enhance their sense of morality. In addition, organizations should cultivate cooperative relationships between leaders and their teams, motivate leaders to maintain harmony and avoid damaging relationships with subordinates. Originality/value This study extends the research on antecedents of exploitative leadership from the perspective of uncertainty. Additionally, it explores the mechanisms and boundary conditions between job insecurity and exploitative leadership, offering a new perspective for future research on leadership styles.