Abstract
There are inconsistent conclusions on the effectiveness of leader sacrifice. Revisiting the two faces of leader sacrifice (i.e., benefiting the collective while being personally risky), we propose that leader sacrifice is a double-edged sword. Drawing on the fundamental approach and avoidance behavioral system, we explore how and when leader sacrifice shapes employee networking behaviors. Specifically, leader sacrifice’s bright side of benefiting the collective can facilitate employee elevation, further promoting employee approach behaviors of leader-directed citizenship behavior. On the other hand, the leader sacrifice’s dark side of being personally risky can elicit employee self-interest concern, resulting in employee avoidance behaviors of alienation toward the leader. Further, employee collectivism will influence when leader sacrifice’s bright or dark sides exhibit. Results from a time-lagged field study with 241 employees and their paired leaders in China supported our hypothetical model. Theoretical and practical implications are discussed.