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1 – 10 of 181Qi Nie, Xiao Chen and Guangyu Yu
Drawing upon the self-protection theory, the purpose of this study is to examine whether and how workplace loneliness leads to workplace territoriality.
Abstract
Purpose
Drawing upon the self-protection theory, the purpose of this study is to examine whether and how workplace loneliness leads to workplace territoriality.
Design/methodology/approach
Three-wave data from 243 employee–colleague dyads in China were collected to provide stronger empirical evidence supporting the hypotheses presented in this study. Path analysis and the bootstrapping method were used to test the predictions of this study.
Findings
The results of this study showed that employees’ workplace loneliness was positively related to their territorial behavior; employees' self-serving cognitions mediated the relationship between workplace loneliness and territorial behavior; and self-sacrificial leadership negatively moderated the relationship between workplace loneliness and self-serving cognitions and the indirect relationship between employee workplace loneliness and territorial behavior through self-serving cognitions.
Practical implications
The findings of this study suggest that organizations should pay attention to employees’ self-serving cognitions and cultivate self-sacrificial leadership to manage the territorial behavior derived from workplace loneliness.
Originality/value
This study highlights the positive effects of workplace loneliness on self-serving cognitions and subsequent workplace territoriality and shows that self-sacrificial leadership plays a buffering role in this process.
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Kara A. Arnold and Catherine Loughlin
This study aims to investigate how leaders report enacting individually considerate transformational leadership behaviour. More specifically, the extent to which they report…
Abstract
Purpose
This study aims to investigate how leaders report enacting individually considerate transformational leadership behaviour. More specifically, the extent to which they report engaging in supportive, developmental or self‐sacrificial aspects of this behaviour.
Design/methodology/approach
Semi‐structured interviews were conducted with 51 senior leaders (21 female and 30 male) in the public and private sectors across five provinces in Canada. A blended grounded theory approach was utilised and suggestions for future research are presented.
Findings
Leaders reported being more likely to engage in supportive (59 percent) than developmental (41 percent) individually considerate transformational leadership behaviour. Further, male leaders were less likely than female leaders to report engaging in development in self‐sacrificing ways (21 percent versus 62 percent).
Research limitations/implications
This study extends the leadership literature to better understand the behavioural aspects of individual consideration and explore a new dimension of this behaviour (self‐sacrifice). Sample size is a possible limitation.
Practical implications
Developing employees has been identified globally as a pressing concern for leaders. However, in the study, leaders reported engaging in less developmental than supportive behaviours. Male leaders in particular were less likely to sacrifice their personal interests to develop employees.
Originality/value
An in‐depth examination of how leaders support and develop employees clarifies an important aspect of individual consideration and uncovers potential gender differences that previously have gone undetected.
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This paper sets forth a theory on how the articulation of a salient vision on the part of a team leader enhances team effectiveness in terms of innovativeness, efficacy, and…
Abstract
This paper sets forth a theory on how the articulation of a salient vision on the part of a team leader enhances team effectiveness in terms of innovativeness, efficacy, and performance. In addition to vision salience – determining, as it were, one dimension of successful leadership influence – this study postulates another dimension of leadership influence, i.e., self-sacrificial leader behavior. A leader's self-sacrificial behavior is shown to play a key role in communicating the credibility of her vision to the team, a critical factor on the basis of which team members may decide to commit themselves to its implementation. Drawing upon the roles of salient vision and self-sacrifice, this study hypothesizes a synergistic effect of leadership on team effectiveness when a salient vision by a team leader is conjoined with her self-sacrifice. The study also hypothesizes that a leader's self-sacrifice and salient team vision are more prominent in a collectivistic team climate, and predicts that a collectivistic team environment will be more conducive in increasing a leader's influence through vision salience and self-sacrifice than an individualistic team climate. The hypotheses were tested in a sample of teams (n=53) at the team level. The results support the positive moderating effects of vision with sacrifice, vision with collectivism, and sacrifice with collectivism, respectively, on team performance. In addition, vision salience and self-sacrifice exert their main effects on team innovativeness and team efficacy. This paper provides a detailed discussion of the theoretical and practical implications of these findings.
Peipei Bai, Hossein Heidarian Ghaleh, Huikun Chang, Longzhen Li and Jongwook Pak
The study aims to offer a nuanced, fine-grained understanding of how the relationship between high-performance work systems (HPWSs) and negative employee outcomes can be…
Abstract
Purpose
The study aims to offer a nuanced, fine-grained understanding of how the relationship between high-performance work systems (HPWSs) and negative employee outcomes can be attenuated under self-sacrificial leadership (SSL).
Design/methodology/approach
Hierarchical linear modeling (HLM) was used to test the proposed multilevel model on a sample of 37 first-line managers (FLMs) and 209 employees working in a large Chinese company.
Findings
The results showed that HPWS is positively related to emotional exhaustion and turnover intention. Most conspicuously, the authors found that such adverse effects of HPWS are mitigated with a high level of SSL.
Practical implications
The dark side of HPWS can be alleviated if practitioners complement their practices with sufficient support for employees. Particularly, FLMs who exhibit subordinate-serving attitudes consider followers' well-being and provide them with resources can lessen the high pressure of HPWS in pursuit of performance enhancement.
Originality/value
Prior studies on the relationships between HPWS and employee outcomes have produced somewhat mixed results. This study extended the current discourse by explicating instead why HPWS could potentially impair employee outcomes and how the negative effects of HPWS can be mitigated under positive leader behaviors.
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David De Cremer, Marius van Dijke and Arjan Bos
This study examined the interactive effect of distributive justice and leader self‐sacrifice on employees' organizational commitment and autocratic leadership perceptions (ALP)…
Abstract
This study examined the interactive effect of distributive justice and leader self‐sacrifice on employees' organizational commitment and autocratic leadership perceptions (ALP). We propose that positive leadership styles like self‐sacrifice will have a stronger impact on employees' attitudes and judgments when organizational outcomes are perceived and experienced as unfavorable or more negative. One such outcome that may turn out unfavorable is distributive justice. Findings indeed showed that leader self‐sacrifice positively influenced organizational commitment and negatively ALP, but only when distributive justice was low (i.e. perceptions of unfair outcomes).
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David De Cremer and Daan van Knippenberg
To examine the psychological processes underlying the effect of leaders' self‐sacrifice on follower cooperation, that is, trust and collective identification.
Abstract
Purpose
To examine the psychological processes underlying the effect of leaders' self‐sacrifice on follower cooperation, that is, trust and collective identification.
Design/methodology/approach
The main effect of leader self‐sacrifice was tested on people's willingness to cooperate. In addition, people's perceptions of trust and collective identification were assessed. These effects were tested using a public good experiment, and a cross‐sectional survey in a German multinational company.
Findings
The findings from both the experimental study and the cross‐sectional survey showed that leader self‐sacrifice has a positive effect on cooperation (measured by contributions in a public good dilemma and organizational citizenship behavior in the survey). Moreover, perceptions of trust in the leader and feelings of collective identification mediated this effect of self‐sacrifice.
Practical implications
The present finding indicates that organizations need to focus on and implement leadership styles based on self‐sacrifice. It is suggested that one possible way to do this is to train managers more effectively in how they can clearly communicate the goals that they personally value and for the achievement of which they are willing to engage in sacrificial behavior.
Originality/value
This research identifies important mediators of a leadership style considered to be effective in organizations. In addition, the findings of this research also show the usefulness of both experimental paradigms and survey studies to examine the issue of leader self‐sacrifice.
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Dong Yan, Longzhen Li and Hyangsuk Jeon
Although self-sacrificial leadership and ethical leadership exhibit similarities in their moral dimensions, recent research suggests that self-sacrificial leadership may be linked…
Abstract
Purpose
Although self-sacrificial leadership and ethical leadership exhibit similarities in their moral dimensions, recent research suggests that self-sacrificial leadership may be linked to an increase in unethical behavior for the collective benefit of one’s group. Existing studies have demonstrated that ethical leadership can mitigate organizational cynicism. However, the potential misalignment between group interests and ethics associated with self-sacrificial leadership raises concerns about its potential to foster cynicism. This study investigates the mechanisms by which self-sacrificial leadership influences organizational cynicism.
Design/methodology/approach
Survey data from 493 organizational members across 9 Chinese companies were analyzed using multiple regression analysis, and bootstrapping was employed to confirm the mediating effects.
Findings
Self-sacrificial leadership was found to have an overall reducing effect on organizational cynicism, with distributive justice and ethical CSR perceptions as significant mediating factors.
Originality/value
This study sheds light on the unique characteristics of self-sacrificial leadership, highlighting the elements of sacrifice and loyalty that may result in unethical, self-centered behaviors, and explores its influence on organizational cynicism. By revealing that the recognition of augmented group interests can diminish cynicism among organizational members regardless of morality, this study contributes to broadening the theoretical perspective.
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Hao Chen, Jiaying Bao, Jiajia Wang and Liang Wang
Based on the moral licensing theory, this study aims to reveal the mechanism of self-sacrificial leadership inducing abusive supervision from two paths of leader moral credit and…
Abstract
Purpose
Based on the moral licensing theory, this study aims to reveal the mechanism of self-sacrificial leadership inducing abusive supervision from two paths of leader moral credit and leader moral credential. At the same time, it also discusses the moderating effect of leader behavioral integrity on the two paths.
Design/methodology/approach
In this study, 434 employees and their direct leaders from six Chinese companies were investigated in a paired survey at three time points, and the empirical data was analyzed using Mplus 7.4 software.
Findings
Self-sacrificial leadership has a positive effect on leader abusive supervision through the mediating role of leader moral credit and leader moral credential. In addition, this study also finds that leader behavioral integrity is the “gate” for self-sacrificial leadership to promote abusive supervision, and the leader behavioral integrity has a moderating effect on the process of self-sacrificial leadership influencing on leader moral credit and leader moral credential.
Originality/value
This study explores the evolution of self-sacrificial leadership from “good” to “bad” from the perspective of moral licensing and broadens the research on the mechanism and boundary conditions of self-sacrificial leadership. At the same time, it also provides important reference value for preventing the negative effects of self-sacrificial leadership in organizations.
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