47
48 The direct effects of abusive supervision on trust were not found to be significant, contrary to previous expectations. Nevertheless, once they were mediated by interactional justice, they did acquire significance. The direct relationship between exploitative leadership and trust, on the other hand, was significant. This study found support for the mediating effects of interactional justice on the relationship between both abusive supervision and exploitative leadership on trust. Distributive justice only significantly mediated the relationship between exploitative leadership and trust. As expected, the effects of interactional justice were greater for abusive supervision than exploitative leadership.
However, the mediating effects of distributive justice between exploitative leadership and trust were much smaller in comparison with those of interactional justice. The fact that interactional justice mediates the relationship between abusive supervision and trust mostly has consequences in practice.
Managers can use this insight to prevent the creation of a toxic work environment through abusive supervisors who develop affective trust with their followers, thereby promoting behaviour that can become harmful for those who are not in the trusted circle of the leader. For exploitative leadership, however, there is still need for more theoretical research since the concept is relatively new. The findings of this research do however demonstrate that exploitative leadership decreases trust, however this is unsurprising considering the fact that this leadership behaviour is commonly linked to negative outcomes (Schmid et al., 2019). What the findings about exploitative leadership contribute is that this leadership construct may be harmful in more different ways than abusive supervision, considering the fact that the results were more often significant for exploitative leadership than for abusive
supervision.
This research contributes to the overall literature on destructive leadership by analysing how justice perceptions predict trust when dealing with destructive leadership behaviours. While abusive supervision is already well-researched, it has not yet been linked to trust through interactional justice, which is why the results of this research might prove to be valuable in practice. Because exploitative leadership is not a highly developed concept, the results of this thesis may provide a small step further in understanding it, as well as new possibilities for future research.
49
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