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Self-sacrificial leadership and employee behaviours: an examination of the role of organizational social capital

Mostafa, Ahmed Mohammed Sayed and Bottomley, Paul A. 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. 10.1007/s10551-018-3964-5

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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.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Publisher: Springer Verlag (Germany)
ISSN: 0167-4544
Date of First Compliant Deposit: 4 July 2018
Date of Acceptance: 25 June 2018
Last Modified: 27 Jul 2020 14:30
URI: http://orca.cf.ac.uk/id/eprint/112971

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