Public Administration Perspective

Exploitative or Strict Leader? Investigating the Impact of Exploitative Supervision on Employees' Labeling of Leader Behavior

Document Type : Research Article (with quantitative approaches)

Authors

1 Department of Public Administration, Payame Noor University, Iran

2 Master's degree, Department of Public Management, Payam Noor University, Shahinshahr, Iran

Abstract

Purpose: Among the primary challenges facing modern organizations is the manifestation of employee behaviors such as shirking, violence, bullying, obstinacy, intimidation, and vindictiveness, which impose considerable negative impacts on organizational performance, interpersonal relationships, and employee collaborative spirit. Exploitative supervision can trigger such disruptions among employees, intensifying adverse effects on their mental and physical health while augmenting imposed organizational costs. The detrimental consequences of exploitative supervision are patently indisputable and are typically regarded as the dark side of leadership. Managers adopting this style employ humiliation, defamation, and abuse as instruments to influence subordinates in achieving work goals, thereby precipitating psychological outcomes, stress, and emotional exhaustion, ultimately adversely affecting employee performance. Numerous empirical investigations have also indicated that exploitative supervision can lead to negative employee attitudes and behaviors, including anxiety, resistance, excessive hostility, deviance, and psychological distress. Exploitative supervision represents one form of destructive leadership wherein the supervisor, driven by personal motives and unfair exploitation of power, acts to the detriment of employees. Nevertheless, not all stringent leadership behaviors are inherently exploitative; in certain instances, strictness may align with organizational objectives and foster employee development. Consequently, employees' perceptions of leader behavior result in differential cognitive labeling, yielding distinct organizational outcomes and varied feedback from employees.
The aim of this study was to examine the impact of exploitative supervision on employees' attitudes toward their leaders and to analyze its repercussions on diverse occupational factors, such as upward hostility and job expectations. The research particularly focused on the role of employee labeling in interpreting leadership behaviors and its influence on organizational performance. Additionally, the study sought to clarify the challenges and negative implications of exploitative supervision in workplace settings and to offer recommendations for improving organizational relationships.
Design/ methodology/ approach: The current research is applied in objective and descriptive-survey in methodology, executed through structural equation modeling. The statistical population consisted of 200 employees from water and wastewater departments in the counties of Isfahan Province, Iran, with a sample size of 130 individuals determined using Cochran's formula at a 5% confidence level via simple random sampling. Data collection instruments comprised five questionnaires, whose validity was established through face and construct validity, and reliability was affirmed based on Cronbach's alpha. The gathered data were analyzed using SPSS 26 and SMART PLS 3 software.
Research Findings: Based on structural equation modeling, exploitative supervision exerted a significant influence on employees' upward hostility mediated by exploitative labeling, with a Z-value of 4.785 (greater than 1.96 at p<0.05p < 0.05p<0.05). Exploitative supervision had a significant inverse effect on employees' job expectations mediated by benevolent strictness labeling, with a Z-value of 3.431 (greater than 1.96). Furthermore, exploitative supervision significantly affected exploitative labeling with a path coefficient of 0.631 and t-value of 7.208. It demonstrated a significant inverse impact on benevolent strictness labeling with a path coefficient of -0.518 and t-value of 6.160. Exploitative labeling significantly influenced upward hostility with a path coefficient of 0.379 and t-value of 6.462. Lastly, benevolent strictness labeling had a significant inverse effect on job expectations with a path coefficient of -0.289 and t-value of 4.129. Moreover, the path coefficients signified appropriate model fit, and significance was evaluated using the bootstrapping procedure.
Limitations & Consequences: Owing to its examination within a single organization, this study faces constraints in result generalizability. Cross-sectional data and self-report methodology may also affect the precision of findings.
Practical Consequences: This research establishes a basis for implementing suitable leadership styles and employee behaviors, underscoring the need for equitable managerial practices to alleviate negative consequences.
Innovation or value of the Article: The present study proposes an innovative model for scrutinizing leadership outcomes by incorporating the mediating role of dual labeling (exploitative and benevolent strictness) in interpreting the effects of exploitative supervision on employee behavior.
Paper Type: Original Paper

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Public Administration Perspective
Volume 16, Issue 4 - Serial Number 64
January 2026
Pages 122-145