This research introduces an alternative explanatory pathway describing how exploitative leadership shapes unethical pro-organizational behavior (UPOB). Using social cognitive theory as its foundation, the paper investigates the way exploitative leadership encourages moral disengagement among subordinates. It also clarifies both the direct influence of exploitative leadership on UPOB and the indirect mechanism through moral disengagement. Data were obtained from 208 Saudi workers, and the hypotheses were evaluated through hierarchical regression methods. Findings indicate that exploitative leadership significantly increases UPOB, while moral disengagement completely bridges this relationship. The study advises managers to adopt preventive strategies to limit the damaging outcomes of exploitative leadership that foster disengagement and counterproductive moral reasoning. The results, theoretical insights, constraints, and suggestions for subsequent studies are discussed in detail.
