Abstract
Extant research has uniformly tested that self-sacrificial leadership is beneficial for subordinates, teams, and organizations. Drawing on theories of situational strength, we challenge the current positive self-sacrificial leadership conclusion by emphasizing the detrimental role of ambiguity in the work context on expanding reciprocity pressure of subordinates. We propose that leader self-sacrifice can prompt subordinate negligent behaviors through subordinate increased citizenship pressure when they are under high ambiguity. Besides, under low ambiguity, leader self-sacrifice is positively associated with subordinate respect for the leader, which in turn decreases negligent behaviors. An experiment with 179 employees provided support for this contingency perspective. Our findings reveal the costs and benefits of leader self-sacrifice and the importance of work context in this unique leadership process.
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