Mostafa, AMS and Bottomley, PA (2020) Self-Sacrificial Leadership and Employee Behaviours: An Examination of the Role of Organizational Social Capital. Journal of Business Ethics, 161 (3). pp. 641-652. ISSN 0167-4544
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.
Metadata
Item Type: | Article |
---|---|
Authors/Creators: |
|
Copyright, Publisher and Additional Information: | © 2018, Springer Nature B.V. This is an author produced version of a paper published in the Journal of Business Ethics. Uploaded in accordance with the publisher's self-archiving policy. |
Keywords: | Self-sacrificial leadership; Organizational social capital; Organizational citizenship behaviours; Counterproductive behaviours |
Dates: |
|
Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Management Division (LUBS) (Leeds) > Management Division Organizational Behaviour (LUBS) |
Depositing User: | Symplectic Publications |
Date Deposited: | 27 Mar 2019 13:47 |
Last Modified: | 30 Jan 2020 18:42 |
Status: | Published |
Publisher: | Springer Netherlands |
Identification Number: | 10.1007/s10551-018-3964-5 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:144127 |