The Effects of Leader Self-Sacrifice in Virtual Teams on Prosocial Behavior: The Mediational Role of Team Identification and Self-Efficacy

Abstract

Leadership is one of the most studied features of virtual teams. Among the various characteristics analyzed by recent literature, leadership self-sacrifice is one of the most important, as it represents a predictor of many positive characteristics of teams’ functioning. In this study, we (a) analyze the relationship between leader self-sacrifice and the prosocial behavior of followers in a work team and (b) observe the effects of leader self-sacrifice in virtual teams. A sample of 197 university students enrolled in a psychology course took part in a group electronic task of writing a detailed research plan for a scientific investigation. Participants collaborated in groups of five, led by a senior student for 30 days. Results showed the presence of an effect of e-leadership self-sacrifice on followers’ prosocial behavior. Another effect of e-leadership self-sacrifice was found via team identification and perceived self-efficacy. Findings are discussed on the basis of Social Identity Theory, showing the importance of self-sacrifice e-leaders to promote reciprocal prosocial behavior of the followers.