When Self-Sacrificial Leaders Induce Employees’ Citizenship Behaviors? Uncovering the Nexus of Psychological Empowerment and Psychological Well-Being
Bibliographic Data
| ID | 16910875 |
|---|---|
| Authors | Kamran Iqbal (0000-0003-0333-6151, Bahria University, corresponding author), Muhammad Naveed (0000-0002-3288-8919, Bahria University), Qazi Abdul Subhan (0000-0001-5122-8855, Bahria University), Tehreem Fatima (0000-0003-4766-1642, University of Lahore), Saeed Alshahrani (0000-0001-5289-9060, Imam Mohammad ibn Saud Islamic University) |
| Year | 2022 |
| Volume | 12 |
| Issue | 1 |
| Publication date | 2022-01-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | SAGE Open (JOURNAL) |
| Journal identifiers | ISSN: 2158-2440 • E-ISSN: 2158-2440 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/21582440221085257 |
| OpenAlex | W4220834041 |
| Language | EN |
| Citations received | 3 |
| References cited | 49 |
The main objective of this study is to examine the effect of self-sacrificial leadership on organizational citizenship behavior within the health sector through a moderated mediation approach. The study has been conducted on nurses working in public hospitals in Sargodha, Pakistan, and data have been collected through a questionnaire survey method. In this study, psychological empowerment is used as a moderator, and psychological wellbeing is used as a mediator between self-sacrificial leadership on organizational citizenship behavior based on the fundamental premise of Conservation of Resource (COR) theory. The data have been analyzed through Partial Least Square Structural Equation Model (PLS-SEM) to examine the hypotheses. Empirical results demonstrated that psychological well-being plays a significant and positive mediating role in the relationship between self-sacrificial leadership and organizational citizenship behavior. The results further explain that nurses’ psychological empowerment moderates the mediating effect of psychological well-being between self-sacrificial leadership and organizational citizenship behavior. This study adds to a better understanding of the role of self-sacrificial leadership in encouraging organizational citizenship behavior
Empowerment · Mediation · Moderation · Organizational citizenship behavior · Organizational commitment · Political science · Sociology · Structural equation modeling · Transformational leadership · Job Satisfaction and Organizational Behavior · Organizational Leadership and Management Strategies · Psychology · Social Psychology · Workplace Spirituality and Leadership
Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty
Knowledge Management
Conservation of resource caravans and engaged settings
Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors
Common method biases in behavioral research
Disentangling altruism and public service motivation
Family-Supportive Supervisor Behavior, Felt Obligation, and Unethical Pro-family Behavior
Impact of Islamic Work Ethics on Organizational Citizenship Behaviors and Knowledge-Sharing Behaviors
How self-sacrificial leadership influences employee voice
Self-sacrificial leadership and employee creativity
Self-sacrificial leadership and employees' unethical pro-organizational behavior
Testing a Moderated Mediation Model of Transformational Leadership, Values, and Organization Change
The reward–performance relationship in work teams
Transformational and transactional leadership and innovative behavior
Can self‐sacrificial leadership promote subordinate taking charge? The mediating role of organizational identification and the moderating role of risk aversion
Resource loss, resource gain, and emotional outcomes among inner city women
How workplace bullying affects nurses’ well-being? The roles of burnout and passive avoidant leadership
Enhancing nurses well-being through managerial coaching
Conservation of resources
New Well-being Measures
| Citations per year | 1 |
|---|---|
| Citation span | 2023 - 2025 (3) |
| Highly cited | No |