Effect of Self-Sacrificial Leadership on Organizational Identity and Employee Retention During Crisis: A Mixed Method Investigation
This mixed-method investigation forays into the influence mechanism of self-sacrificial leadership on employees’ retention intention in exhibition enterprises under crises. In study 1 (the qualitative inquiry), in-depth interviews with 20 employees were conducted, and a process mechanism model was c...
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| Format: | Article |
| Language: | English |
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SAGE Publishing
2025-08-01
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| Series: | SAGE Open |
| Online Access: | https://doi.org/10.1177/21582440251363306 |
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| author | Hui Zhang Yueyue Tan Shujing Long Jing Guo Ruobing Li Qiao Zhou |
| author_facet | Hui Zhang Yueyue Tan Shujing Long Jing Guo Ruobing Li Qiao Zhou |
| author_sort | Hui Zhang |
| collection | DOAJ |
| description | This mixed-method investigation forays into the influence mechanism of self-sacrificial leadership on employees’ retention intention in exhibition enterprises under crises. In study 1 (the qualitative inquiry), in-depth interviews with 20 employees were conducted, and a process mechanism model was constructed on how self-sacrificial leadership affects employee retention intention, following a story line of “action strategy→phenomenon→result.” In study 2 (the quantitative research), we use social exchange theory and social identity theory to build a structural equation model, which verifies the positive impact of self-sacrificial leadership on employee retention intention through 404 valid questionnaires, and tests the mediating role of organizational identification. In addition, political capital is found to strengthen the relationship between self-sacrificial leadership and employee organizational identification, while employee job insecurity plays an inverted U-shaped moderating role that first strengthens but subsequently weakens during the process of self-sacrificial leadership. In conclusion, this study reveals the functional mechanism of self-sacrificial leadership in exhibition enterprises under crises, verifies the boundary conditions of self-sacrificial leadership, and provides practical implications for sustainability and human capital development for exhibition enterprises under crises. |
| format | Article |
| id | doaj-art-311ece1692a548bfacb025a63246720e |
| institution | Kabale University |
| issn | 2158-2440 |
| language | English |
| publishDate | 2025-08-01 |
| publisher | SAGE Publishing |
| record_format | Article |
| series | SAGE Open |
| spelling | doaj-art-311ece1692a548bfacb025a63246720e2025-08-23T09:03:23ZengSAGE PublishingSAGE Open2158-24402025-08-011510.1177/21582440251363306Effect of Self-Sacrificial Leadership on Organizational Identity and Employee Retention During Crisis: A Mixed Method InvestigationHui Zhang0Yueyue Tan1Shujing Long2Jing Guo3Ruobing Li4Qiao Zhou5 Huaqiao University, Quanzhou, Fujian, China Huaqiao University, Quanzhou, Fujian, China Huaqiao University, Quanzhou, Fujian, China Huaqiao University, Quanzhou, Fujian, China Huaqiao University, Quanzhou, Fujian, China Huaqiao University, Quanzhou, Fujian, ChinaThis mixed-method investigation forays into the influence mechanism of self-sacrificial leadership on employees’ retention intention in exhibition enterprises under crises. In study 1 (the qualitative inquiry), in-depth interviews with 20 employees were conducted, and a process mechanism model was constructed on how self-sacrificial leadership affects employee retention intention, following a story line of “action strategy→phenomenon→result.” In study 2 (the quantitative research), we use social exchange theory and social identity theory to build a structural equation model, which verifies the positive impact of self-sacrificial leadership on employee retention intention through 404 valid questionnaires, and tests the mediating role of organizational identification. In addition, political capital is found to strengthen the relationship between self-sacrificial leadership and employee organizational identification, while employee job insecurity plays an inverted U-shaped moderating role that first strengthens but subsequently weakens during the process of self-sacrificial leadership. In conclusion, this study reveals the functional mechanism of self-sacrificial leadership in exhibition enterprises under crises, verifies the boundary conditions of self-sacrificial leadership, and provides practical implications for sustainability and human capital development for exhibition enterprises under crises.https://doi.org/10.1177/21582440251363306 |
| spellingShingle | Hui Zhang Yueyue Tan Shujing Long Jing Guo Ruobing Li Qiao Zhou Effect of Self-Sacrificial Leadership on Organizational Identity and Employee Retention During Crisis: A Mixed Method Investigation SAGE Open |
| title | Effect of Self-Sacrificial Leadership on Organizational Identity and Employee Retention During Crisis: A Mixed Method Investigation |
| title_full | Effect of Self-Sacrificial Leadership on Organizational Identity and Employee Retention During Crisis: A Mixed Method Investigation |
| title_fullStr | Effect of Self-Sacrificial Leadership on Organizational Identity and Employee Retention During Crisis: A Mixed Method Investigation |
| title_full_unstemmed | Effect of Self-Sacrificial Leadership on Organizational Identity and Employee Retention During Crisis: A Mixed Method Investigation |
| title_short | Effect of Self-Sacrificial Leadership on Organizational Identity and Employee Retention During Crisis: A Mixed Method Investigation |
| title_sort | effect of self sacrificial leadership on organizational identity and employee retention during crisis a mixed method investigation |
| url | https://doi.org/10.1177/21582440251363306 |
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