Exploitative Leadership and Interpersonal Conflict with Leaders: Examining the Mediating Role of Interactional Justice in Workplace Dynamics

Abstract

This study focused on the mediating role of interactional justice in the relationship between exploitative leadership and interpersonal conflict with leaders in privated educational institutions in Islamabad. A total sample of 250 faculty and administrative staff from private schools located in Islamabad was surveyed using validated instruments, including the Exploitative Leadership Scale (ELS), Interactional Justice Scale (IJS), and Interpersonal Conflict at Work Scale (ICWS). The research employed a quantitative design, with data collected through self-administered questionnaires assessing perceptions of leadership behaviors, fairness, and conflicts. Using SPSS and AMOS software, structural equation modeling (SEM) was applied to examine the relationships among the study variables. The results confirmed that exploitative leadership was positively related to interpersonal conflict with leaders, while interactional justice acted as a significant mediator in this relationship. Specifically, higher levels of interactional justice weakened the positive relationship between exploitative leadership and interpersonal conflict, indicating that fair treatment and respectful communication can reduce conflict even in exploitative leadership environments. Based on these findings, practical recommendations were made for educational institutions to implement leadership development programs that emphasize fairness, transparent communication, and mutual respect. Such interventions are expected to foster a positive organizational climate, reduce workplace conflicts, and enhance overall employee well-being. This study provides valuable insights for administrators and policymakers in the educational sector, offering strategies to mitigate the negative effects of exploitative leadership and improve the work environment for faculty and staff.