Jiao Yu-Chen, Wang Yu-Chen
Management School, Jinan University, Guangzhou, China.
School of Tourism, Hainan University, Haikou, China.
Front Psychol. 2023 Feb 6;14:1052623. doi: 10.3389/fpsyg.2023.1052623. eCollection 2023.
Building on attribution theory, this study applied regression analysis and explored the double-edged sword effect of leader self-sacrifice behavior on employee work outcomes, thus revealing the potential negative impacts of such behavior. Specifically, when leadership self-sacrifice was met with low employee authenticity attribution, we found that employees tended to perceive leadership as hypocritical, thus reducing their organizational citizenship behavior. By contrast, when leaders' self-sacrifice behavior was met with high employee authenticity attribution, employees tended to trust the leader and improve their task performance. Given these findings, we challenge the general scholarly consensus on leadership self-sacrifice behavior, enrich the current literature on leadership self-sacrifice, and emphasize the important role of employee attribution in the relevant leadership process.
基于归因理论，本研究运用回归分析，探讨了领导者自我牺牲行为对员工工作成果的双刃剑效应，从而揭示了这种行为潜在的负面影响。具体而言，当员工对领导自我牺牲行为的真实性归因较低时，我们发现员工往往会将领导视为虚伪之人，进而减少其组织公民行为。相比之下，当员工对领导自我牺牲行为的真实性归因较高时，员工往往会信任领导并提高其任务绩效。基于这些发现，我们对关于领导自我牺牲行为的普遍学术共识提出质疑，丰富了当前关于领导自我牺牲的文献，并强调了员工归因在相关领导过程中的重要作用。
