Abstract
The self-sacrificial leader, who puts the collective interest first and is willing to postpone or sacrifice personal interests in order to achieve organizational goals, plays an important role in maintaining smooth operations and overcoming corporate crises in today’s complex and changeable information age. The effective enhancement of employee engagement can also bring positive impact to individuals and organizations. Based on social identity theory, this paper will explore the mechanism of self-sacrificial leadership on employee engagement and its dimensions from the perspective of dual identity: leader identification and organizational identification. The findings show that: Self-sacrificial leadership can positively influence employee engagement. Leader identification and organizational identification are the mediating variables in the path of the influence of self-sacrificial leadership on employee engagement, and the mediating effect of leader identification is more significant. Leader identification can influence organizational identification, and the multiple mediating effect is significant in the path of the influence of self-sacrificial leadership on employee engagement. Cognitive engagement, affective engagement and behavioral engagement are all consistent with the above hypotheses when used as dependent variables.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Yeon, C.: On the leadership function of self-sacrifice. Leadersh. Q. 9(4) (1998)
Hu, S., Wang, Y.: Concepts, measurements, antecedents and consequences of work engagement. Adv. Psychol. Sci. 22(12), 1975–1984 (2014). (in Chinese)
Xu, Z., Li, X., Sun, X., Cheng, M., Xu, J.: The relationship between self-sacrificial leadership and employee creativity: multilevel mediating and moderating role of shared vision. Manag. Decis. 60(8) (2022)
Li, Y., Zhang, W., Long, L.: How self-sacrificial leadership influences subordinates’ work performance: the mediating roles of strategic orientation and supervisor identification. Acta Psychol. Sin. 47(05), 653–662 (2015). (in Chinese)
Zhang, H., Ling, W.: Research on self-sacrifice behavior of managers. Hum. Resour. Dev. China 11, 9–13 (2010). (in Chinese)
Kahn, W.A.: Psychological conditions of personal engagement and disengagement at work. Acad. Manag. J. 33(4) (1990). (in Chinese)
Yan, Y., Zhang, J., Akhtar, M.N., Liang, S.: Positive leadership and employee engagement: the roles of state positive affect and individualism-collectivism. Curr. Psychol. (New Brunswick, N.J.) (2021, prepublish)
Zhang, Y., Zuo, B.: Social identity theory and it’s development. Adv. Psychol. Sci. 03, 475–480 (2006). (in Chinese)
Chen, L., Liu, S., Hu, X.: Leader humble behavior and follower proactive behavior: a social identity perspective. J. Manag. Sci. China 25(02), 104–115 (2020). (in Chinese)
Cui, Z., Liu, P., Yang, F., Liu, R., Yang, Z.: Study on the relationship between spiritual leadership and employees’ positive followship behavior from the integrated perspective of leader identification and self-determination. Chin. J. Manag. 18(11), 1649–1658 (2021). (in Chinese)
Zhang, Z., Gu, Y.: The influence mechanism of person-supervisor fit on R&D employee job engagement. Sci. Technol. Progr. Policy 34(4), 134–139 (2017). (in Chinese)
Cao, Z., Wang, T., Song, Y.: Can self-sacrificial leadership promote unethical pro-organizational behavior? the mediating role of organizational ldentification and lts boundary conditions. Hum. Resour. Dev. China 36(06), 21–32 (2019). (in Chinese)
Li, R., Zhang, Z.-Y., Tian, X.-M.: Can self‐sacrificial leadership promote subordinate taking charge? The mediating role of organizational identification and the moderating role of risk aversion. J. Organiz. Behav. 37(5) (2016)
Sluss, D.M., Ployhart, R.E., Cobb, M.G., Ashforth, B.E.: Generalizing newcomers’ relational and organizational identifications: processes and prototypicality. Acad. Manag. J. 55(4) (2012)
De Cremer, D., van Knippenberg, D.: Leader self-sacrifice and leadership effectiveness: the moderating role of leader self-confidence. Organiz. Behav. Hum. Decis. Process. 95(2) (2004)
Ronit, K., Shamir, B., Chen, G.: The two faces of transformational leadership: empowerment and dependency. J. Appl. Psychol. 88(2) (2003)
Mael, F., Ashforth, B.E.: Alumni and their alma mater: a partial test of the reformulated model of organizational identification. J. Organiz. Behav. 13(2) (1992)
Ma, S.: Research on the Relationship between Pay Equity, Employee Engagement and Job Performance. Shandong University (2018). (in Chinese)
Yin, J., Wang, H., Huang, M.: Empowering leadership behavior and perceived insider status: the moderating role of organization-based self-esteem. Acta Psychol. Sin. 44(10), 1371–1382 (2012). (in Chinese)
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2023 The Author(s), under exclusive license to Springer Nature Switzerland AG
About this paper
Cite this paper
Wang, T., Diao, F. (2023). A Study on the Influence Mechanism of Self-sacrificial Leadership on Employee Engagement-Based on Dual Identity Perspective. In: Tu, Y., Chi, M. (eds) E-Business. Digital Empowerment for an Intelligent Future. WHICEB 2023. Lecture Notes in Business Information Processing, vol 480. Springer, Cham. https://doi.org/10.1007/978-3-031-32299-0_9
Download citation
DOI: https://doi.org/10.1007/978-3-031-32299-0_9
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-031-32298-3
Online ISBN: 978-3-031-32299-0
eBook Packages: Computer ScienceComputer Science (R0)