Abdulmuhsin, A. A.; Zaker, R. A., & Asad, M. M. (2021). How exploitative leadership influences on knowledge management processes: The moderating role of organisational citizenship behaviour. International Journal of Organizational Analysis, 29(3), 529-561.
Akhtar, M. W.; Huo, C.; Syed, F.; Safdar, M. A.; Rasool, A.; Husnain, M., & Sajjad, M. S. (2022). Carrot and stick approach: the exploitative leadership and absenteeism in education sector. Frontiers in Psychology, 13(8), 1-10.
Anser, M. K.; Ali, M.; Usman, M.; Rana, M. L. T., & Yousaf, Z. (2021). Ethical leadership and knowledge hiding: an intervening and interactional analysis. The Service Industries Journal, 41(5-6), 307-329.
Bies, R. J. (2000). Interactional (in)justice: the sacred and the profane. In: Greenberg, J., Cropanzano, R. (Eds.), Advances in Organizational Behavior: Forthcoming. Stanford University Press, Stanford, CA.
Butt, A. S.; Ahmad, A. B., & Shah, S. H. H. (2021). Role of personal relationships in mitigating knowledge hiding behaviour in firms: a dyadic perspective. Journal of Information and Knowledge Management Systems, 53(4), 766-784.
Carnevale, J.; Huang, L. & Harms, P. (2018). “Speaking up to the “emotional vampire”: a conservation of resources perspective”. Journal of Business Research, Vol. 91, pp. 48-59.
Eissa, G. (2020). Individual initiative and burnout as antecedents of employee expediency and the moderating role of conscientiousness. Journal of Business Research, 110, 202–212.
Elsaied, M. (2022). Exploitative leadership and organizational cynicism: The mediating role of emotional exhaustion. Leadership & Organization Development Journal, 43(1), 25-38.
Feng, Y.; Ayub, A., Fatima, T., Irfan, S., & Sarmad, M. (2022). I cannot be creative due to my exploitative leader! A moderated mediation interplay of leader–member exchange quality and knowledge hiding. Journal of Organizational Change Management, 35(3), 558-579.
Garlatti Costa, G.; Aleksić, D., & Bortoluzzi, G. (2021). The power of balance: Interplay effects of exploitative leadership style, work–family balance and family-friendly workplace practices on innovation implementation. European Journal of Innovation Management, ahead-of-print (ahead-of-print).
Ghanbari, S., & Majouni, H. (2021). Investigating the relationship between exploitative leadership and knowledge concealment through the mediating role of psychological distress. New Psychological Research Quarterly, 17(66), 239-249. (in Persian).
Ghanbari, S.; Majouni, H., & Teghabani, M. (2021). Investigating the relationship between exploitative leadership and innovative performance through the mediating role of knowledge concealment. Applied sociology, 33(4), 123-144. (in Persian).
Guo, L.; Cheng, K., & Luo, J. (2021). The effect of exploitative leadership on knowledge hiding: A conservation of resources perspective. Leadership and Organization Development Journal, 42, 83–98.
Guo, L.; Cheng, K., & Luo, J. (2020). The effect of exploitative leadership on knowledge hiding: a conservation of resources perspective. Leadersh Organ, Dev. J. 42, 83–98.
Jacobs, C. M. (2019). Ineffective-leader-induced occupational stress. SAGE Open.
Lee, S.; Kim, S. L., & Yun, S. (2018). “A moderated mediation model of the relationship between abusive supervision and knowledge sharing”. The Leadership Quarterly, Vol. 29(3), 403-413.
Leet, E. (2011). The impact toxic or severe dysfunctional leadership has on the effectiveness of an organisation. Murdoch University, Murdoch.
Lyu, Y. J.; Wu, L. Z.; Ye, Y. J.; Kwan, H. K., & Chen, Y. Y. (2022). Rebellion under exploitation: How and when exploitative leadership evokes employees’ workplace deviance. Journal of Business Ethics.
Majeed, M., & Fatima, T. (2020). Impact of exploitative leadership on psychological distress: A study of nurses. Journal of Nursing Management, 28: 713–724.
Metin-Orta, I. (2021). The impact of destructive leadership on followers' well-being. in destructive leadership and management hypocrisy. Emerald Publishing Limited. Bingley, 1, 101-115.
Parmar Ajaib Singh, G. K.; Subramaniam, A., Mahomed, A. S. B., Mohamed, R., & Ibrahim, S. (2020). Role of authentic leadership, servant leadership and destructive leadership behaviour on employee engagement in Malaysian hospitality industry. International Journal of Academic Research in Business and Social Sciences, 10(9), 113-125.
Peng, J.; Wang, Z., & Chen, X. (2019). Does self-serving leadership hinder team creativity? A moderated dualpath model. Journal of Business Ethics, 159(2): 419–4
Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: the mediating role of core job characteristics. Acad. Manag, 49(2), 327–340.
Rosso, B. D.; Dekas, K. H., & Wrzesniewski, A. (2010). On the meaning of work: A theoretical integration and review. Research in Organizational Behavior, 30, 91–127.
Schmid, E. A.; Pircher Verdorfer, A., & Peus, C. V. (2018). “Different shades-different effects? Consequences of different types of destructive leadership”, Frontiers in Psychology, Vol. 9, p. 1289.
Schmid, E. A.; Pircher Verdorfer, A., & Peus, C. (2019). Shedding light on leaders’ self-interest: Theory and measurement of exploitative leadership. Journal of Management, 45(4), 1401–1433.
Shen, Y.; Chou, W., & Schaubroeck, J. (2019). The roles of relational identification and workgroup cultural values in linking authoritarian leadership to employee performance. European Journal of Work and Organizational Psychology, 28(4), 498-509.
Shojaei, S.; Qolizadeh, F.; Tajri, T., & Georgia, M. (2021). Designing a poisonous leadership model with an interpretative structural approach. Organizational development of the police, 19(80), 39.61. (in Persian)
Shokoh, Z., & Nikpour, A. (2018). Examining the effect of toxic leadership on the work attachment of employees in government organizations. Public Management Research, 44(12), 133-154. (in Persian)
Sun, Z. Z.; Wu, L. Z.; Ye, Y. J., & Kwan, H. W. (2023). The impact of exploitative leadership on hospitality employees’ proactive customer service performance: A self-determination perspective. International Journal of Contemporary Hospitality Management, 35(1), 46–63.
Syed, F.; Naseer, S.; Akhtar, M. W.; Husnain, M., & Kashif, M. (2021). Frogs in boiling water: A moderatedmediation model of exploitative leadership, fear of negative evaluation and knowledge hiding behaviors. Journal of Knowledge Management.
Tepper, B. J.; Duffy, M. K.; Henle, C. A., & Lambert, L. S. (2006). Procedural injustice, victim precipitation, and abusive supervision. Personnel Psychology, 59(1), 101-123.
Tyler, T. R. (1994). “Psychological models of the justice motive: antecedents of distributive and procedural justice”. Journal of Personality and Social Psychology, Vol. 67 No. 5, pp. 850-863
Wang, Z. N.; Chen, Y. H.; Ren, S.; Collins, N.; Cai, S. H., & Rowley, C. (2021a). Exploitative leadership and employee innovative behaviour in China: A moderated mediation framework. Asia Pacifc Business Review.
Wang, Z.; Ren, S.; Chadee, D., & Chen, Y. (2023). Employee Ethical Silence Under Exploitative Leadership: The Roles of Work Meaningfulness and Moral Potency. Journal of Business Ethics, 1-18.
Zhang, J.; Van Eerde, W.; Gevers, J. M., & Zhu, W. (2020). How temporal leadership boosts employee innovative job performance. European Journal of Innovation Management, 42(1), 23-42.
Zhou, ZE.; Meier LL, & Spector PE. (2014). The role of personality and job stressors in predicting counterproductiv wrr eeiiii or: A trr ewa intrratt i Itt eraatiolll rrrr lll ff lll cction and Assessment. Sep; 22(3):286-29.
