Purpose Drawing on moral exclusion theory, this study aims to investigate whether Machiavellian leaders treat employees they perceive as having high utility with less hostility than those they view as having little utility. Additional outcomes of abusive Machiavellian leadership are also examined. Design/methodology/approach Data were collected from 165 employee–supervisor dyads across two time periods using panel services. Findings Employee political skill, reflecting the employee’s utility to the leader, moderated the relationship between leader Machiavellianism and abusive supervision. Employees who view their Machiavellian leader as abusive not only experienced heightened emotional exhaustion but also used tactics to circumvent their leader. Originality/value Prior research has depicted Machiavellian leaders as inherently abusive supervisors. However, this view conflicts with the idea that Machiavellian individuals are utility maximizers who are socially adept and opportunistic in their interactions. This study reconciles this tension by demonstrating that Machiavellian leaders are not merely abusive, and their proclivity for abusive supervision varies based on how useful they perceive their employees to be.
Choi et al. (2026) studied this question.