The role of employees' OCB and leaders' hindrance stress in the emergence of self-serving leadership

This is a member only resource

Become a Member » Log In »
The role of employees' OCB and leaders' hindrance stress in the emergence of self-serving leadership
The Leadership Quarterly

Media reports on self-serving leadership primarily focused on the negative consequences of such behavior for employees. However much remains to be understood about the antecedents of self-serving behavior of leaders. In the present research we explore the role of employees' organizational citizenship behavior (OCB) in the emergence of self-serving leadership. Using one multi-source field study and three experiments we showed that employees' OCB towards coworkers (OCBI) negatively impacted self-serving leadership. Moreover we also examine the underlying mechanism for this relation. Results indicate that employees' OCBI mitigated leaders' hindrance stress which mediates the relationship between OCBI and self-serving leadership. As such our findings indicate that self-serving leaders are not necessarily inherently bad and that
employees have an important role in shaping leaders' self-serving behavior.

Citation: 
The Leadership Quarterly 25 (2014) 647-659

Become a Member

The IOC is a global community of coaches.

Join

Contact Us

  • Institute of Coaching
  • McLean Hospital
  • 115 Mill Street, Mail Stop 314
  • Belmont, MA 02478
  • Phone: 617-767-2670
  • [email protected]