The working environment is a complex social setting in which employee's behavior and attitudes significantly impact organizational success. Personality traits and social support mechanisms are of particular interest among the various factors that influence the workplace dynamics. The aim of this research was to see whether social support of colleagues and supervisors moderates the relationship between the Light Triad and undesirable organizational behavior, and if it does, to which extent. The research has also explored the correlation among social support, the Light Triad traits, and undesirable organizational behavior and compared the predictive power of the Light Triad traits and social support while explaining undesirable organizational types of behaviour. Questionnaires that were used assessed social support at work, the Light Triad and undesirable organizational behavior. The research was conducted on 264 participants, of whom 22.3% were male and 77.3% were female, with an average age of 34.92 years. The majority of participants had completed a master's degree and had an average work experience of 11 years and 7 months. The results have shown that social support from the supervisors predicted undesirable organizationa behaviors and moderated negative connection between the Light Triad and these behaviors. Furthermore, social support from colleagues has neither showed predictive power nor moderated these relationships. Social support has not been related to the dimensions of undesirable organizational behavior, and the Light Triad traits, except for faith in humanity, which has shown negative correlation. Additionally, social support has positively correlated with faith in humanity and Humanism but not with Kantianism. Together, the predictors explained 13% and 8% of the variance in the dimensions of undesirable organizational behavior. Finally, the Light Triad traits have explained 12% of the variance in undesirable organizational behavior, and Humanism and Kantianism have predicted lower scores. Social support from colleagues and supervisors have not contributed much to the prediction of the criteria. The research has also emphasized the practica value of conducting targeted interventions which promote ethical leadership and mentorship and which include personality questionnaires into the selection process.