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Is It Influence or Pressure? A Study on the Dual Path Impact of Self-Sacrificial Leadership on Employee Organizational Citizenship Behavior

DOI: 10.4236/ojbm.2024.121022, PP. 339-349

Keywords: Self-Sacrificial Leadership, Organizational Citizenship Behavior, Compulsory Citizenship Behavior, Harmonious Passion, Citizenship Pressure, Organizational Justice

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Abstract:

The purpose of this study is to explore the two-sided effects of self-sacrificial leadership on employees’ organizational citizenship behavior, and to provide inspiration for the theoretical and practical communities on how to harness the utility of self-sacrificial leadership. Based on the theory of self-determination and social information processing, With the help of the Leader-Employee Matching Questionnaire from 15 companies in China, the results of this paper show 1) self-sacrificial leadership positively affects employees organizational citizenship behavior and compulsory citizenship behavior; 2) harmonious work passion mediates the relationship between self-sacrificial leadership and organizational citizenship behavior; 3) citizenship pressure mediates the relationship between self-sacrificial leadership and compulsory citizenship behavior; 4) organizational justice positively moderate the relationship between the self-sacrificial leadership and the harmonious work passion, negatively moderate the relationship between self-sacrificial leadership and citizenship pressure. The findings complement the double-edged sword effect and boundary conditions of self-sacrificial leadership affecting employees’ organizational citizenship behavior, revealing that organizations and managers need to dialectically view the impact of self-sacrificial leadership and pay attention to employees’ real psychological states.

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