ArticlePsychology research and behavior management2021
Influence of Self-Sacrificial Leadership on the Pro-Organizational Unethical Behavior of Employees: A Moderated Mediating Model.
Article in Psychology research and behavior management, 2021. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 4 papers.
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Who cites it
4 citing papers in PubMed.
- The effect of servant leadership on medical staff unethical pro-organizational behavior: the role of work meaning and power distance.BMC health services research · 2025Article
- Under the mask: The double-edged sword effect of leader self-sacrifice on employee work outcomes.Frontiers in psychology · 2023Article
- The Impact of Network Embeddedness on the Innovation Performance of New Generation of Employees in the Post-COVID-19 Era-The Mediating Role of Psychological Contract.Frontiers in psychology · 2022Article
- The experimental research on leaders and cooperative behavior.Frontiers in psychology · 2022Article
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Authors and funding
3 authors.
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Abstract
purposeBased on the theory of social identity, this study focuses on the influence mechanism of self-sacrificing leadership on employees' pro-organization unethical behaviors, as well as the moderating effect of power distance and the mediating effect of organizational identity between self-sacrificing leadership and employees' pro-organization unethical behaviors.
methodsThis work surveyed 286 employees in 12 companies in Guizhou province to test the research hypothesis model. Statistical analysis methods were used for data analysis.
resultsThe results reveal that self-sacrificial leadership has an indirect positive influence on unethical pro-organizational behavior of employees by positively influencing organizational identification. The higher the power distance of employees, the weaker the positive correlation between self-sacrificing leaders and organizational identity, and the lower the power distance of employees, the stronger the positive correlation between self-sacrificing leaders and organizational identity.
conclusionThis study reveals the influence mechanism of self-sacrificing leadership on employees' pro-organization non-ethical behaviors from a new perspective and confirms the effects of power distance and organizational identity on creative performance. Unethical behavior under the cloak of "pro-organization" has a potential destructive effect on stakeholders, organizations and even the whole society. It is of great practical significance to identify its influencing factors and effectively avoid them.
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