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The Effects of Leader Self-Sacrifice in Virtual Teams on Prosocial Behavior: The Mediational Role of Team Identification and Self-Efficacy

Author

Listed:
  • Stefano Ruggieri

    (Faculty of Human and Social Sciences, Kore University of Enna, 94100 Enna, Italy)

  • Melissa Gagliano

    (Faculty of Human and Social Sciences, Kore University of Enna, 94100 Enna, Italy)

  • Rocco Servidio

    (Department of Cultures, Education and Society, University of Calabria, 87036 Cosenza, Italy)

  • Ugo Pace

    (Faculty of Human and Social Sciences, Kore University of Enna, 94100 Enna, Italy)

  • Alessia Passanisi

    (Faculty of Human and Social Sciences, Kore University of Enna, 94100 Enna, Italy)

Abstract

Leadership is one of the most studied features of virtual teams. Among the various characteristics analyzed by recent literature, leadership self-sacrifice is one of the most important, as it represents a predictor of many positive characteristics of teams’ functioning. In this study, we (a) analyze the relationship between leader self-sacrifice and the prosocial behavior of followers in a work team and (b) observe the effects of leader self-sacrifice in virtual teams. A sample of 197 university students enrolled in a psychology course took part in a group electronic task of writing a detailed research plan for a scientific investigation. Participants collaborated in groups of five, led by a senior student for 30 days. Results showed the presence of an effect of e-leadership self-sacrifice on followers’ prosocial behavior. Another effect of e-leadership self-sacrifice was found via team identification and perceived self-efficacy. Findings are discussed on the basis of Social Identity Theory, showing the importance of self-sacrifice e-leaders to promote reciprocal prosocial behavior of the followers.

Suggested Citation

  • Stefano Ruggieri & Melissa Gagliano & Rocco Servidio & Ugo Pace & Alessia Passanisi, 2023. "The Effects of Leader Self-Sacrifice in Virtual Teams on Prosocial Behavior: The Mediational Role of Team Identification and Self-Efficacy," Sustainability, MDPI, vol. 15(7), pages 1-13, March.
    • Handle: RePEc:gam:jsusta:v:15:y:2023:i:7:p:6098-:d:1113374
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    References listed on IDEAS

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    1. Jiang, Wan & Wang, Linlin & Chu, Zhaofang & Zheng, Chundong, 2019. "Does leader turnover intention hinder team innovation performance? The roles of leader self-sacrificial behavior and empathic concern," Journal of Business Research, Elsevier, vol. 104(C), pages 261-270.
    2. Boas Shamir & Robert J. House & Michael B. Arthur, 1993. "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," Organization Science, INFORMS, vol. 4(4), pages 577-594, November.
    3. Nuria Gamero & Baltasar González-Anta & Virginia Orengo & Ana Zornoza & Vicente Peñarroja, 2021. "Is Team Emotional Composition Essential for Virtual Team Members’ Well-Being? The Role of a Team Emotional Management Intervention," IJERPH, MDPI, vol. 18(9), pages 1-19, April.
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