应对(心理学)
心理学
社会心理学
牺牲
业务
公共关系
政治学
考古
精神科
历史
作者
Xingyu Wang,Xueqi Wen,Zihan Liu,Yixing Gao,Juan M. Madera
标识
DOI:10.1177/19389655231223370
摘要
While literature articulates the relevance of self-sacrificial leadership to crisis situations, little attention has been paid to employees’ attitudinal and behavioral responses to self-sacrificial leadership. This is a particularly salient gap in the scholarship, given the decisions leaders must make to address challenges in the hospitality industry (e.g., the COVID-19 pandemic). Drawing on conservation of resources theory, this pair of field and experimental studies examines how individual differences in employee emotional suppression and leader coping strategy moderate the impacts of self-sacrificial leadership on employee perceptions of leader effectiveness. By sampling U.S. hospitality employees, the studies reveal that leaders who display self-sacrificial behaviors received more favorable ratings on leader effectiveness than others, an effect that is contingent on followers’ emotional suppression and leaders’ coping strategies. The perception of increased leader effectiveness in turn weakened employees’ intentions to engage in negative word-of-mouth toward their organizations.
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