Introduction: In recent years, the prevalence of working from home and digital collaboration has increased significantly. However, the role of managers and especially it´s potentially negative aspects, has not yet been sufficiently investigated. Purpose: Our study addresses this research gap and focuses on the concept of exploitative leadership (i.e., a destructive leadership style, that represents self-serving and manipulative leadership behaviour that can happen in a seemingly friendly manner towards the employee). Specifically, we examine how exploitative leadership behavior affects employees perceived stress, job satisfaction and organizational identification in remote work settings. Further, we want to explore if the quality of the relationship between the leader and the employee (i.e., the Leader-Member-Exchange), is affecting this relationship. Method: Using a comprehensive online questionnaire, data were collected from a sample of 1,922 Internet-using, German employees. The study employed multiple regression analysis, mediation analysis and moderated mediation analysis. Results: Initial results indicate that exploitative leadership correlates positively with stress and negatively with job satisfaction. Furthermore, organizational identification appears to mediate this relationship. Leader-Member-Exchange shows no moderating effect. Conclusion: These findings have important implications for leadership development in remote work settings. Specifically, it seems important that companies implement measurements to strengthen the organizational identification.