The purpose of this paper is to bring conceptual clarity to the heavy work investment (HWI) construct while building a model based on a review of extant empirical and theoretical research and to encourage further discussion and investigations regarding the nature of HWI, specifically its individual level antecedents, dimensions, and outcomes for both the employee and the organization. The proposed theoretical framework builds upon the Job Demands–Resources model and conceptualizes HWI on a continuum of workaholism and work engagement. Specific propositions for the antecedents and outcomes of the HWI continuum are developed. The paper ends with a discussion of future research directions.

Purpose: This study examines the relationship between perceived leaders’ Dark Triad personality traits (Machiavellianism, narcissism, and psychopathy) and followers’ organizational citizenship behavior (OCB). We explore how leader-member exchange (LMX) and perceived political skill mediate these effects. The study provides a comparative analysis across managerial and non-managerial levels, revealing how these dynamics function at different hierarchical positions. Methodology: Data was collected from two independent samples representing distinct hierarchical levels: non-managerial employees ( n = 378) and managers ( n = 340). Participants rated their perceptions of their leaders’ Dark Triad traits, political skill, and the quality of their exchange relationship (LMX), as well as their own OCB. We analyzed data using structural equation modeling (SEM) to test the direct and indirect effects. Findings: Our findings reveal distinct patterns of association for each of the perceived Dark Triad traits. These patterns highlight the complex ways in which the perception of leaders possessing the dark traits impacts OCB through LMX and perceptions of leaders’ political skill. Originality and implications: This study contributes novel insights by examining the mechanisms through which perceived leadership Dark Triad traits relate to organizational citizenship behavior (OCB) across organizational levels. By revealing the mediating roles of LMX and perceived political skill, this research enhances our understanding of the dynamics of Dark Triad leadership. The findings provide practical insights for organizations addressing the challenges posed by leaders who possess dark traits.