RESEARCH ARTICLE Counterproductive Work Behaviours in Response to Emotional Exhaustion: A Moderated Mediational Approach LaMarcus R. Bolton 1 * † , Richard D. Harvey 1 , Matthew J. Grawitch 1 & Larissa K. Barber 2 1 Saint Louis University, St. Louis, MO, USA 2 Northern Illinois University, DeKalb, IL USA Abstract Drawing from the conservation of resources framework and self-control principles, we proposed a moderated mediational model through which emotional exhaustion may be linked to counterproductive work behaviours (CWBs). Analyses conducted with 175 Midwestern government workers revealed that both depersonalization (i.e. detachment from one’s work, customers or co-workers) and organizational disidentification (i.e. cognitive opposition to an organization) were viable predictors of deviancy. Further, depersonalization and disidentification mediated the relationship between emotional exhaustion and CWBs, although disidentification drove these findings. Lastly, trait self-control moderated most variations of this relationship, in that this mediational model only applied to individuals with low and moderate self-control but not high self-control. Consistent with the conservation of resources framework, this study suggests that in a state of depleted emotional resources, heightened depersonalization and disidentification together provide the necessary levels of psychological/emotional withdrawal and justification for CWBs to emerge. Copyright © 2011 John Wiley & Sons, Ltd. Received 13 August 2010; Revised 5 August 2011; Accepted 10 August 2011 Keywords burnout; coping strategies; self-regulation; counterproductive work behaviours; organizational disidentification *Correspondence LaMarcus Bolton, Saint Louis University, Shannon Hall, 3511 Laclede Ave., St. Louis, MO 63103, USA. † Email: BoltonLR@slu.edu Published online in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/smi.1425 Because of the changing dynamics of today’s workforce, employees from virtually all occupations are susceptible to burnout—a syndrome of emotional exhaustion (its central component), depersonalization and reduced personal accomplishment—that can result from jobs requiring creativity, problem solving or mentoring (Schaufeli, Leiter, & Maslach, 2009). In addition to life outcomes (Kahill, 1988), burnout detrimentally affects work-related outcomes, such as absenteeism (Schaufeli, Bakker, & Van Rhenen, 2009), turnover (Ducharme, Knudsen, & Roman, 2008) and performance (Taris, 2006). It is difficult to provide an accurate estimate of the bottom-line costs of burnout, but the expenses may exceed billions, especially when considering outcomes such as accidents, increased overtime, and healthcare costs (Maslach & Leiter, 1997; Muldary, 1983; Peterson, Demerouti, Bergström, Åsberg, & Nygren, 2008). One way that emotional exhaustion may impair organizational outcomes is through counterproductive work behaviours (CWBs)—volitional behaviours that harm, or are intended to harm, organizations or people in organizations (Spector et al., 2006). Research has suggested that emotionally exhausted individuals are more likely to take unauthorized breaks (Jones, 1981a) and harm others—even physically (Jones, 1980). CWBs may be active (i.e. expending resources to hurt the organization, such as theft) or passive (i.e. withholding resources, such as withdrawal) in nature. Although limited evidence suggests that there may be a relationship between emotional exhaustion and CWBs, research examining factors that mediate and moderate its effects has been greatly lacking. Previous research suggests that psychological detachment may be a factor in predicting CWBs following burnout (see Liang & Hsieh, 2007). The present study diverges from conventional thought by arguing that both deper- sonalization (i.e. psychological detachment from other individuals at work) and organizational disidentification (i.e. complete cognitive opposition to an organization) mediates the relationship between emotional exhaustion and CWBs. Drawing from the conservation of resources (COR) framework (Hobfoll & Shirom, 2000), we propose that Stress Health (2011) © 2011 John Wiley & Sons, Ltd.