Martyred but proud: Understanding the consequences of leader self‐sacrifice from the emotional motivating perspective

Abstract Departing from the predominant depletion‐based perspective in the leader self‐sacrifice (LSS) literature, this study emphasizes the motivational effects of LSS. Drawing on the theory of self‐conscious emotion, we contend that LSS activates feelings of pride, thereby motivating leaders to engage in their work. Given that job demands limit the available resources for activities outside of job descriptions, any additional resources devoted to self‐sacrifice are likely to be appraised as particularly costly and meaningful for leaders with higher job demands. We therefore posit that the strength of the motivating effects of LSS will be strengthened by job demands. Two experience‐sampling studies were conducted and yielded consistent results that support our hypotheses. Specifically, daily LSS was positively associated with daily work engagement through increased pride, with the positive effects being stronger for leaders with higher job demands. We discuss the theoretical and practical implications of these findings accordingly.