The dark side of leadership is an area of concern for different countries and Pakistan is no exception. Moreover, according to Hofstede insights Pakistan's power distance score is 55 which indicates that the majority of the employees are dependent on their Leaders for direction. In the organizational context, Managers are responsible for achieving the departmental goals thus they are the leaders of their respective departments and their subordinates follows their instruction. The Manager, however, reports their department’s performance to the Senior Leadership e.g. Directors. In such circumstances, it is important to explore the impact of the despotic behavior of the Leaders on the followers' work withdrawal behavior and silence. Furthermore, the role of quality of work-life and perceived quality of leader-member exchange need to be examined as a mediator. The data was collected by sharing the adopted questionnaire with the target population a total of 247 valid responses were received from the employee working in the manufacturing sector of Pakistan. Smart PLS was used to measure the model. The study found that despotic leadership increases withdrawal behavior and acquiescence silence among employees. Moreover, leader-member exchange mediates the relationship between despotic leadership and work withdrawal behavior and quality of work-life mediates the relationship between despotic leadership and work withdrawal behavior. The research is conducted for the managers leading a team of professionals and the community of Human Resource Development that includes business consultants, advisors, employees, top management, scholars, specialists, and students.