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  • Self-Sacrificial Leadership and Followers' Affiliative and Challenging Citizenship Behaviors: A Relational Self-Concept Based Study in China

    Author(s)
    He, W
    Zhou, RY
    Long, LR
    Huang, X
    Hao, P
    Griffith University Author(s)
    Huang, Xu
    Year published
    2018
    Metadata
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    Abstract
    Drawing from self-concept and implicit leadership theories, we propose a multilevel model to examine whether, why, and when self-sacrificial leadership motivates followers’ affiliative and challenging citizenship behaviors in China. Data from 329 full-time employees in 83 work groups provide support for the hypothesized model. Specifically, we demonstrated that self-sacrificial leadership was positively related to followers’ relational self-concept constructs of leader identification and leader-based self-esteem, which had differential, downstream implications for followers’ two types of citizenship behavior. Whereas leader ...
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    Drawing from self-concept and implicit leadership theories, we propose a multilevel model to examine whether, why, and when self-sacrificial leadership motivates followers’ affiliative and challenging citizenship behaviors in China. Data from 329 full-time employees in 83 work groups provide support for the hypothesized model. Specifically, we demonstrated that self-sacrificial leadership was positively related to followers’ relational self-concept constructs of leader identification and leader-based self-esteem, which had differential, downstream implications for followers’ two types of citizenship behavior. Whereas leader identification was found to mediate the positive relationship between self-sacrificial leadership and affiliative citizenship behavior only, leader-based self-esteem mediated the positive relationships of self-sacrificial leadership with both affiliative and challenging citizenship behaviors. We further demonstrated individual power distance orientation as a significant cultural contingency in the above mediation relationships, which were found to exist among followers with low rather than high power distance orientations. We conclude by discussing the theoretical and practical implications of these findings.
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    Journal Title
    Management and Organization Review
    Volume
    14
    Issue
    1
    DOI
    https://doi.org/10.1017/mor.2017.9
    Subject
    Business systems in context
    Human resources and industrial relations
    Strategy, management and organisational behaviour
    Publication URI
    http://hdl.handle.net/10072/385447
    Collection
    • Journal articles

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