Self-Sacrificial Leadership and Employee Behaviours: An Examination of the Role of Organizational Social Capital

Ahmed Mohammed Sayed Mostafa () and Paul A. Bottomley ()
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Ahmed Mohammed Sayed Mostafa: University of Warwick
Paul A. Bottomley: Cardiff University

Journal of Business Ethics, 2020, vol. 161, issue 3, No 9, 652 pages

Abstract: Abstract Drawing on social exchange theory, this study examines a mechanism, namely organizational social capital (OSC), through which self-sacrificial leadership is related to two types of employee behaviours: organizational citizenship behaviours (OCBs) and counterproductive behaviours (CPBs). The results of two different studies (a field study and an experimental study) in Egypt showed that self-sacrificial leadership is positively related to OSC which, in turn, is positively related to OCBs and negatively related to CPBs. Overall, the findings suggest that self-sacrificial leaders are more likely to achieve desirable employee behaviours through improving the quality of social relationships among employees.

Keywords: Self-sacrificial leadership; Organizational social capital; Organizational citizenship behaviours; Counterproductive behaviours (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (7)

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DOI: 10.1007/s10551-018-3964-5

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