Good Soldiers Instead of Good Change Agents: Examining the Dual Effects of Self-Sacrificial Leadership on Pro-Social Behavior and Change-Oriented Behavior in Teams

Abstract

Previous research has predominantly regarded self-sacrificing leaders as role models that can drive desirable outcomes. We challenge this notion and demonstrate the dual effects of self-sacrificial leadership on team prosocial and change-oriented behaviors. Drawing upon social learning theory, we develop a nuanced model that simultaneously examines self-sacrificial leadership's beneficial effects on team helping and its detrimental effects on team change-oriented behavior via unique mechanisms. Our analysis of two time-lagged, multisource data revealed that self-sacrificial leadership has an indirect positive effect on team helping via team other-focus and an indirect negative effect on team change-oriented behaviors (i.e., team creativity and team proactivity) via team dependence on the leader. Furthermore, team leader competence amplifies these indirect effects, such that the effects are stronger for more competent leaders. Taken together, our research challenges the prevailing assumption that self-sacrificial leadership is always beneficial and calls for further attention to be paid to the unintended impacts of role model leaders.