PurposeThis study aims to invoke social comparison theory and researches mainly on leaders’ downward envy at workplaces in a collectivist culture. The study also aims to infer and explain the constructive and destructive behaviour of benign envy (BE) and malicious envy (ME) in the workplace by studying supervisor-subordinate dyads.Design/methodology/approachA survey was conducted to test the proposed hypotheses. The sample included 352 randomly chosen supervisor-subordinate dyads from registered software houses in Pakistan. Partial least square SEM was used to test the proposed model and hypotheses.FindingsThis research identified that the leaders' gratitude and workplace friendship encourage leaders to adopt a levelling-up strategy to encounter benign envy (BE). In contrast, subordinates’ low level of loyalty and affect towards supervisors cause ME. The study also found that BE motivates frustrated supervisors to behave positively, whereas ME triggers the envious supervisor to threaten their aides with abusive supervision. However, envious supervisors with high core self-evaluation and gratitude are more likely to reflect self-improvement.Practical implicationsThis study gives key insights to organisations on recognising the potential of downward envy, using it purposefully, and managing the consequences constructively. For instance, organizations could train leaders to understand the holistic view of downward envy to help them focus on self-improvement instead of abusing employees. In addition, training employees on envy could help them demonstrate warmth and competence.Originality/valueThe study is original and valuable in three aspects. Theoretically, this study develops a generic framework for dealing with downward envy. Contextually, the study brings a piece of evidence from software houses in Asia to study downward envy. Practically, this study suggests tactics to deal with downward envy in family-owned tech firms operating in emerging markets.

Objectives. The objective of the present research is to investigate the impact of ethical leadershipon employee green behaviour and sustainability, along with the moderating role ofMachiavellianism. In today’s global era, it is challengeable for the employees to practice greenbehaviour in the workplace. The current study analytically analyses the relationships amongethical leadership, employee green behaviour, Machiavellianism and sustainability.Method. Self-administered questionnaires were administered to gather data from 390 manageriallevel employees of Pakistan Telecommunication Company. Five-point Likert scale has been usedas a measurement scale.Results. Partial least square (PLS) SEM is used to test the survey results of the proposed model.The study findings support the argument that ethical leadership has a significant positive effect onemployee green behaviour. Also, Employee green behaviour positively mediates the relationshipbetween ethical leadership and sustainability. Besides, Machiavellianism and green practicenegatively moderates the relationship on sustainability. The present study is one of its kind toexpand the scope of employee Machiavellianism by revealing that Machiavellianism negativelyinfluences green behaviour and sustainability.Conclusion. Our findings show various ways which will help the organisations to focus onemployee green behaviour and reduce the effect of employee Machiavellianism to get sustainableenvironment. Also, the present study suggests human resource managers to understand employeegreen behaviour in the workplace more better.