本研究基於社會交換理論，試圖闡釋剝削型領導對於後續正負向自發性工作行為的影響。本研究收集298位具有直屬主管之全職員工做為研究樣本，為降低研究結果受到共同方法變異之影響，在研究設計的部分，分別在三個時間點發放問卷進行資料蒐集，並以Mplus進行研究假設驗證。研究結果指出剝削型領導會降低部屬的脈絡績效，以及提升社會閒散行為的展現。在調節作用的部分，當部屬為高度問題解決反芻傾向時，會減緩剝削型領導與脈絡績效的負向關係，以及剝削型領導與社會閒散行為的正向關係。此外，當部屬為高度心理可用性時，亦會降低剝削型領導與脈絡績效的負向關係，以及剝削型領導與社會閒散行為的正向關係。本研究結果除了探討剝削型領導與脈絡績效以及社會閒散之間的關係，並且同時檢驗心理（心理可用性）與認知（問題解決反芻）機制的調節效果為該領域做出延伸，亦驗證社會交換之觀點理論機制。

This study leverages the social exchange theory to elucidate the impact of exploitative leadership on subsequent positive and negative work behavior. Data were collected from 298 full-time employees with direct supervisory roles across various industries in Taiwan, over two time points with two-week intervals, to address common method bias concerns. The findings of this study reveal the following: (1) exploitative leadership positively influences social loafing; (2) exploitative leadership negatively influences contextual performance; (3) psychological availability and problem-solving rumination mitigate the positive relationship between exploitative leadership on social loafing and contextual performance. Based on the findings of this study, it not only extends the outcome variables and applicable contexts within the field of research, but also introduces a relevant theoretical perspective. Finally, this study not only examines the relationship between exploitative leadership, contextual performance, and social loafing but also extends the existing literature by investigating the moderating effects of psychological availability and problem-solving rumination. Furthermore, it validates the theoretical mechanisms underlying the social exchange perspective.