Drawing from research on despotic leadership, employee engagement, employee trust and employee task performance using conservation of resource theory and social exchange theory, this study investigated the three-way interaction of mediating effects of employee engagement (EE) and employee trust (ET) in the link between despotic leadership (DL) behavior of supervisor and employee task performance (TP). Data collected from 310 employees reflected that despotic leadership had negative effect on follower’s task performance, yet the role of employee trust and employee engagement provided the evidence of mediation. The study has explored the rarely addressed area of destructive leadership in the cultural setting of a developing country. The findings of the study have significant implications for future research and practice.