The serious negative effects of exploited leadership are growing as a destructive pattern of leadership, both at the individual and organization level, thus the current research aimed to measure the effect of idiosyncratic deals on the relationship between exploitative leadership and psychological withdrawal among the Faculty assistants in faculties of Zagazig University. Three hypotheses have been developed and a questionnaire has been used to collect primary data from a stratified sample consisting of 256 faculties' assistants in seven Zagazig University faculties. Results showed that there is a significant positive relationship between exploitative leadership practices and psychological withdrawal. Moreover, I-deals play a moderating role in decreasing psychological withdrawal levels even if exploitative leadership practices were high. Finally, there are significant differences due to age, gender, and experience in the relationship between exploitative leadership and psychological withdrawal. Results were discussed, implications were highlighted, and based on limitations, and future researches have been suggested.