Self-sacrificial leadership and employee behaviours : an examination of the role of organizational social capital

Drawing on social exchange theory, this study examines a mechanism, namely organizational social capital (OSC), through which self-sacrificial leadership is related to two types of employee behaviours: organizational citizenship behaviours (OCBs) and counterproductive behaviours (CPBs). The results of two different studies (a field study and an experimental study) in Egypt showed that self-sacrificial leadership is positively related to OSC which, in turn, is positively related to OCBs and negatively related to CPBs. Overall, the findings suggest that self-sacrificial leaders are more likely to achieve desirable employee behaviours through improving the quality of social relationships among employees