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

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  • Ahmed Mohammed Sayed Mostafa

    (University of Warwick)

  • Paul A. Bottomley

    (Cardiff University)

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.

Suggested Citation

  • Ahmed Mohammed Sayed Mostafa & Paul A. Bottomley, 2020. "Self-Sacrificial Leadership and Employee Behaviours: An Examination of the Role of Organizational Social Capital," Journal of Business Ethics, Springer, vol. 161(3), pages 641-652, January.
    • Handle: RePEc:kap:jbuset:v:161:y:2020:i:3:d:10.1007_s10551-018-3964-5
    DOI: 10.1007/s10551-018-3964-5
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    References listed on IDEAS

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    3. Kamran Iqbal & Muhammad Naveed & Qazi Abdul Subhan & Tehreem Fatima & Saeed T. Alshahrani, 2022. "When Self-Sacrificial Leaders Induce Employees’ Citizenship Behaviors? Uncovering the Nexus of Psychological Empowerment and Psychological Well-Being," SAGE Open, , vol. 12(1), pages 21582440221, March.
    4. Yiying Qu & Zhenting Xu & Hong Sun & Qingsheng Li, 2022. "The Effect of Self-Sacrificial Leadership on Employees’ Organisational Citizenship Behaviour for the Environment: A Moderated Mediation Model," IJERPH, MDPI, vol. 19(12), pages 1-15, June.
    5. Mateo Manuel Córcoles‐Muñoz & Gloria Parra‐Requena & Pedro M. García‐Villaverde & María José Ruiz‐Ortega, 2020. "Sense of belonging to an industrial district and knowledge acquisition: The role of strong and trusting interorganizational relations," Growth and Change, Wiley Blackwell, vol. 51(4), pages 1517-1541, December.

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