Research On The Impact Of Self-sacrificial Leadership On Employee Contextual Performance

When the self-sacrificial leadership was separated from the charismatic leader,it has been widely concerned by scholars as a new type of leadership.Some scholars believed that the self-sacrifice behavior of the leader will be the top priority for enterprises in the increasingly fierce market competition.Because it had a positive impact on employees’ attitudes,behaviors and output,and then promoted the good operation of the organization.Why does leadership lead to employee behavior and employee commitment to the organization? What are the influencing factors and mechanisms? We try to explore this question.This article explored the relationship between self-sacrificial leadership and employee’s contextual performance(interpersonal promotion and job dedication)based on social exchange theory,combined with job embeddedness theory,using employee gratitude as an intermediary,and supervisor-subordinate dyadic tenure as moderator.We collected data using a combination of online and offline questionnaires,and analyzed the collected 216 questionnaire data to obtain the following results:(1)Self-sacrificial leadership was positively related to interpersonal promotion and job dedication;(2)Gratitude completely mediated the relationship between self-sacrificial leadership→interpersonal promotion and job dedication;(3)Supervisor-subordinate dyadic tenure moderated the relationship between gratitude and job dedication,but the relationship between gratitude and interpersonal promotion was not regulated;(4)The supervisor-subordinate dyadic tenure moderated the indirect effect of self-sacrificial leadership on job dedication through gratitude,but can’t moderated the indirect effect of self-sacrificial leadership on interpersonal promotion through gratitude.In theory,this article explored how self-sacrifice leadership can promote employee interpersonal promotion and job dedication,enriching the outcomevariables of self-sacrifice leadership.Secondly,it further explored the intermediary mechanism of employees’ emotions,expanding the research on the intermediary variables of the role of self-sacrifice leadership,and enriched the research of social exchange theory to explain the role of self-sacrifice leadership on employees’ contextual performance,and provided new ideas for social exchange theory research direction.Finally,the research on the boundary conditions of state gratitude was expanded,and the moderating role of time variables in organization and work-related research was further developed.In practice,this article believed that enterprises can encourage employees to develop behaviors similar to those of leaders by cultivating leaders to establish leadership styles that are beneficial to the organization and employees,pay attention to employee dynamics and demands,establish employee feedback mechanisms,and retain and employ employees as much as possible to maintain employees.Stability in the organization,and then promote the overall development of the organization.