The main objective of the research is to examine the effect of destructive leadership on the organizational commitment of academic staff at Debre Tabor University, where organizational justice acts as a mediator. The data was collected through a closed-end questionnaire and analyzed quantitatively. The data analysis techniques used were multivariate statistical techniques of the PLS method using Microsoft Office Excel sheet and Smart PLS 3.0. The finding revealed that the three dimensions of destructive leadership were manifested at Debre Tabor University. Tyrannical leadership behavior is highly displayed by leaders, followed by supportive-disloyal and laissez-faire leadership behaviors. The two latent variables, namely supportive disloyal and laissez-faire leadership behaviors, collectively explained 75.9% of the variance in interactional justice. Tyrannical leadership, supportive-disloyal, and laissez-faire leadership behaviors collectively explained 79% of the variance in academic staff commitment. Among others, tyrannical leadership behavior has a negative impact on academic staff commitment. On the contrary, supportive disloyal and laissez-faire leadership behaviors positively affect the academic staff's commitment. A negative direct relationship between tyrannical leadership behavior and academic staff commitment was observed. Moreover, interactional justice appears to play a mediating role between supportive disloyal leadership behavior and academic staff commitment. Thus, in order to decrease the leaders' destructive behavior and to enhance the issues of justice and commitment, it is imperative that leaders and other employees at different levels be willing to take action when destructive leadership behaviors are manifested.