Does self-sacrificial leadership reduce the subordinate’s organizational cynicism? The mediating role of distributive justice and ethical corporate social responsibility

Abstract

PurposeAlthough self-sacrificial leadership and ethical leadership exhibit similarities in their moral dimensions, recent research suggests that self-sacrificial leadership may be linked to an increase in unethical behavior for the collective benefit of one’s group. Existing studies have demonstrated that ethical leadership can mitigate organizational cynicism. However, the potential misalignment between group interests and ethics associated with self-sacrificial leadership raises concerns about its potential to foster cynicism. This study investigates the mechanisms by which self-sacrificial leadership influences organizational cynicism.Design/methodology/approachSurvey data from 493 organizational members across 9 Chinese companies were analyzed using multiple regression analysis, and bootstrapping was employed to confirm the mediating effects.FindingsSelf-sacrificial leadership was found to have an overall reducing effect on organizational cynicism, with distributive justice and ethical CSR perceptions as significant mediating factors.Originality/valueThis study sheds light on the unique characteristics of self-sacrificial leadership, highlighting the elements of sacrifice and loyalty that may result in unethical, self-centered behaviors, and explores its influence on organizational cynicism. By revealing that the recognition of augmented group interests can diminish cynicism among organizational members regardless of morality, this study contributes to broadening the theoretical perspective.