ArticleBMC psychology2025
How exploitative leadership undermines subordinates' taking charge behavior? A moderated mediation model.
Article in BMC psychology, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper.
What it found
Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.
The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
1 citing paper in PubMed.
- The Impact of Exploitative Leadership and Moral Disengagement on Nurses' Work Withdrawal Behaviors: A Mediation Model Using the Partial Least Squares Approach.Journal of nursing management · 2025Article
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
4 authors.
Funding
Abstract
backgroundThe study of the dark side of leadership is gaining growing interest, with negative leadership exerting a stronger influence on employees than positive leadership. Considering the importance of employees' proactive behaviors for organizational innovation and long-term growth, investigating whether exploitative leadership-a representative form of negative leadership-impacts such behaviors is a meaningful research question. PURPOSE: This study aims to explore the impact of exploitative leadership on subordinates' taking charge behavior, as well as the mediating role of subordinates' organizational identification and the moderating role of traditionality.
methodsWe conducted a two-phase survey using convenience sampling across various industries in China, collecting cross-sectional data from 348 employees. A structural equation model with latent variables was used to test all hypotheses.
resultsThis study found that exploitative leadership negatively affects taking charge behavior, and organizational identification mediates the relationship between exploitative leadership and taking charge behavior. Furthermore, traditionality weakens the negative impact of exploitative leadership on organizational identification, as well as the indirect relationship between exploitative leadership and taking charge behavior through organizational identification. In other words, subordinates with high traditionality are more likely to adhere to authority, mitigating the adverse effects of exploitative leadership. CONCLUSIONS AND VALUE: This study applies social identity theory to explore the negative impact of exploitative leadership on taking charge behavior, revealing the internal mechanisms and boundary conditions of this relationship, thus filling a gap in the literature on exploitative leadership. We also provide practical recommendations for organizations to mitigate the harmful effects of exploitative leadership and enhance the governance of leaders' exploitative behaviors.
Indexed as
Identifiers
What OpenQuestion holds
Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.