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In spite of increasing interest in the relationship between leadership and subordinates' unethical pro-social behaviors, less is known about the role of the dark-side leadership. Drawing from social cognitive theory, our study examines why and when the destructive form of leadership 'abusive supervision ' leads to subordinates' unethical pro-supervisor behavior. Results from a multistage, multisource field survey study show that abusive supervision was positively related to subordinate's unethical pro-supervisor behavior via subordinate moral disengagement, and that this positive indirect effect was stronger when supervisor moral identity was low than when it was high. Theoretical and managerial implications of our findings are discussed. [ABSTRACT FROM AUTHOR]