Linking Exploitative Leadership with Work Withdrawal through the Sequential Mediation of Perceived Justice and Organizational Commitment in the Banking Sector of Pakistan

Abstract

This study explores the relationship between exploitative leadership and work withdrawal, focusing on the mediating roles of perceived justice and organizational commitment in the banking sector of Pakistan. Exploitative leadership, characterized by self-serving behaviors that undermine employees' well-being, has been linked to negative outcomes in organizations, yet its specific impact on work withdrawal remains under- explored. To address this gap, the study adopts a positivist philosophy and employs a quantitative research approach, using data collected from 384 banking employees through a cross-sectional survey. The findings indicate that exploitative leadership significantly contributes to work withdrawal both directly and indirectly, mediated by reduced perceptions of justice and organizational commitment. Drawing on Conservation of Resources (COR) theory, the study highlights how exploitative leadership depletes psychological resources, leading to disengagement and increased work withdrawal. The results suggest that organizations must mitigate exploitative leadership behaviors and create supportive environments that enhance fairness and commitment to reduce work withdrawal. This research offers practical implications for leaders and policymakers in high-pressure industries, particularly in the banking sector, aiming to improve employee engagement, retention, and organizational productivity.