Abstract
In today's rapidly evolving organizations, talent management plays a critical role in driving sustainable growth. Talents, particularly those exhibiting leadership potential, are often seen as essential assets for organizational development. However, the presence of high employee's leadership potential can also generate adverse emotional reactions from leaders, potentially leading to behaviors such as leader jealousy and leader ostracism. This study investigates the dark side of employee's leadership potential by examining the mechanisms through which employee's leadership potential influences leader ostracism, with leader jealousy acting as a mediator. Drawing on social comparison theory, we propose a theoretical model that includes organizational competitive climate and leader's core self-evaluation as moderating factors. Using a three-wave survey of 672 leaders in the Chinese construction industry, hierarchical regression analysis was employed to test the hypotheses. The results show that employee's leadership potential significantly increases both leader jealousy and leader ostracism, with leader jealousy serving as a mediator. Moreover, a high organizational competitive climate strengthens the relationship between employee's leadership potential and leader jealousy, thereby enhancing the entire mediated effect. In contrast, high leader core self-evaluation weakens the relationship between employee's leadership potential and leader jealousy, reducing the likelihood of leader ostracism and attenuating the mediated effect. This study provides both theoretical contributions and practical insights for organizations seeking to manage high-leadership potential employees while minimizing the risk of negative leadership behaviors.