How exploitative leadership influences employees’ negligence behavior?

Purpose This study aims to examine the connection between exploitative leadership (EL) and employee negligence behavior, focusing on the mediating role of job frustration and the moderating role of conscientiousness. Design/methodology/approach A sample of 225 nurses from various public hospitals in Pakistan was selected, using a quantitative research methodology. Data were then analyzed with SPSS and AMOS. Findings The results show that EL is associated with increased negligence behavior among nurses, with job frustration acting as a mediator. Furthermore, conscientiousness moderates this relationship; higher levels of conscientiousness reduce the mediated effect, whereas lower levels intensify it. Practical implications This study offers valuable insights for hospital administrators to institute policies and interventions aimed at lessening EL in health-care settings. It highlights the negative impact of such leadership on nurses’ negligence behaviors and suggests that fostering conscientiousness can help mitigate these negative impacts. Originality/value Addressing a critical gap in the literature on EL and negligence behaviors in hospitals, this study applies conservation of resources theory to offer new perspectives in the health-care sector. It investigates how job frustration mediates and conscientiousness moderates the influence of EL on nurses’ negligence behaviors in Pakistan’s public hospitals. These findings have important implications for improving workplace conditions and nursing practices.