Abstract: Work withdrawal behavior is a common phenomenon in the workplace, posing potential risks to both organizational and individual performance. While previous studies have explored the key role of leader reward in shaping employee behavior, there has been relatively less focus on the consequences of leader reward omission. Given the prevalence nature of laissez-faire leadership (e.g., leader reward omission) in practice, its impact on employees’ work withdrawal behavior cannot be ignored. Drawing upon conservation of resources theory, the current study explores how and when leader reward omission fosters employees’ work withdrawal behavior by examining organization-based self-esteem as a mediator and perceived overqualification as a moderator. The final sample consists of 317 employees who participated in two-wave surveys. The results show that: (1) leader reward omission has a positive effect on employees’ work withdrawal behavior; (2) organization-based self-esteem mediates the relationship between leader reward omission and work withdrawal behavior; (3) perceived overqualification moderates the relationship between leader reward omission and organization-based self-esteem, such that the relationship is stronger when perceived overqualification is high rather than low; and (4) perceived overqualification also moderates the indirect effect of leader reward omission on employees’ work withdrawal behavior through organization-based self-esteem, with this indirect effect beingamplified at high levels of perceived overqualification. This study not only deepens the understanding of the formation process of work withdrawal behavior, but also provides insights and guidance for organizations aiming to effectively reduce employees’ work withdrawal behavior.

Key words: leader reward omission, organization-based self-esteem, perceived overqualification, work withdrawal behavior