, 2
8770 
7047外部竞争愈发激烈，使得企业面临的环境动荡性加剧，企业的生存和发展压力加大。如何有效激励员工超越个人利益为组织利益付出，以确保组织的成功，成为领导者必须面对的问题。自我牺牲型领导在激励员工追求组织利益过程中的突出作用，使得该领导方式日益引起学界的研究兴趣，国内外学者已开展了一些初步的实证研究。本文将对自我牺牲型领导已有文献进行系统回顾，介绍其概念内涵及测量方式、阐明其理论基础、梳理其前因和结果变量，并对自我牺牲型领导今后的研究方向进行展望，以期为未来的研究提供参考。
自我牺牲型领导研究述评与展望
摘要
参考文献
10 Bandura A. Social learning theory[M]. Englewood Cliffs, NJ: Prentice-Hall, 1977.
11 Barsade S G, Gibson D E. Why does affect matter in organizations?[J]. Academy of Management Perspectives, 2007, 21（1）: 36–59. DOI:10.5465/AMP.2007.24286163
12 Choi Y, Mai-Dalton R R. On the leadership function of self-sacrifice[J]. The Leadership Quarterly, 1998, 9（4）: 475–501. DOI:10.1016/S1048-9843(98)90012-1
13 Choi Y, Mai-Dalton R R. The model of followers responses to self-sacrificial leadership: An empirical test[J]. The Leadership Quarterly, 1999, 10（3）: 397–421. DOI:10.1016/S1048-9843(99)00025-9
14 Choi Y, Yoon J. Effects of leaders’ self-sacrificial behavior and competency on followers’ attribution of charismatic leadership among Americans and Koreans[J]. Current Research in Social Psychology, 2005, 11（5）: 51–69.
15 De Cremer D. Affective and motivational consequences of leader self-sacrifice: The moderating effect of autocratic leadership[J]. The Leadership Quarterly, 2006, 17（1）: 79–93. DOI:10.1016/j.leaqua.2005.10.005
16 De Cremer D, Mayer D M, Van Dijke M, et al. When does self-sacrificial leadership motivate prosocial behavior? It depends on followers’ prevention focus[J]. Journal of Applied Psychology, 2009, 94（4）: 887–899. DOI:10.1037/a0014782
17 De Cremer D, Van Knippenberg D. Leader self-sacrifice and leadership effectiveness: The moderating role of leader self-confidence[J]. Organizational Behavior and Human Decision Processes, 2004, 95（2）: 140–155. DOI:10.1016/j.obhdp.2004.04.002
18 De Cremer D, Van Knippenberg D. Cooperation as a function of leader self-sacrifice, trust, and identification[J]. Leadership & Organization Development Journal, 2005, 26（5）: 355–369.
19 De Cremer D, Van Dijke M, Bos A. Distributive justice moderating the effects of self-sacrificial leadership[J]. Leadership & Organization Development Journal, 2004, 25（5）: 466–475.
20 De Jong A, Song M, Song L Z. How lead founder personality affects new venture performance: The mediating role of team conflict[J]. Journal of Management, 2013, 39（7）: 1825–1854. DOI:10.1177/0149206311407509
21 Decoster S, Stouten J, Camps J, et al. The role of employees’ OCB and leaders’ hindrance stress in the emergence of self-serving leadership[J]. The Leadership Quarterly, 2014, 25（4）: 647–659. DOI:10.1016/j.leaqua.2014.02.005
22 Erdogan B, Bauer T N. Differentiated leader-member exchanges: The buffering role of justice climate[J]. Journal of Applied Psychology, 2010: 95（6）: 1104–1120. DOI:10.1037/a0020578
23 Gagné M, Deci E L. Self-determination theory and work motivation[J]. Journal of Organizational Behavior, 2005, 26（4）: 331–362. DOI:10.1002/job.v26:4
24 Giessner S R, Van Knippenberg D, Van Ginkel W, et al. Team-oriented leadership: The interactive effects of leader group prototypicality, accountability, and team identification[J]. Journal of Applied Psychology, 2013, 98（4）: 658–667. DOI:10.1037/a0032445
25 Greguras G J, Diefendorff J M. Different fits satisfy different needs: Linking person-environment fit to employee commitment and performance using self-determination theory[J]. Journal of Applied Psychology, 2009, 94（2）: 465–477. DOI:10.1037/a0014068
26 Halverson S K, Holladay C L, Kazama S M, et al. Self-sacrificial behavior in crisis situations: The competing roles of behavioral and situational factors[J]. The Leadership Quarterly, 2004, 15（2）: 263–275. DOI:10.1016/j.leaqua.2004.02.001
27 Homans G C. Social behavior as exchange[J]. American Journal of Sociology, 1958, 63（3）: 597–606.
28 Hoogervorst N, De Cremer D, Van Dijke M, et al. When do leaders sacrifice? The effects of sense of power and belongingness on leader self-sacrifice[J]. The Leadership Quarterly, 2012, 23（5）: 883–896. DOI:10.1016/j.leaqua.2012.05.006
29 Hunter E M, Neubert M J, Perry S J, et al. Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization[J]. The Leadership Quarterly, 2013, 24（2）: 316–331. DOI:10.1016/j.leaqua.2012.12.001
30 Kaplan S, Cortina J, Ruark G, et al. The role of organizational leaders in employee emotion management: A theoretical model[J]. The Leadership Quarterly, 2014, 25（3）: 563–580. DOI:10.1016/j.leaqua.2013.11.015
31 Kluemper D H, McLarty B D, Bing M N. Acquaintance ratings of the big five personality traits: Incremental validity beyond and interactive effects with self-reports in the prediction of workplace deviance[J]. Journal of Applied Psychology, 2015, 100（1）: 237–248. DOI:10.1037/a0037810
32 Li R, Zhang Z, Tian X. Can self-sacrificial leadership promote subordinate taking charge? The mediating role of organizational identification and the moderating role of risk aversion[J]. Journal of Organizational Behavior, 2016, 37（5）: 758–781. DOI:10.1002/job.v37.5
33 Liberman N, Trope Y. The role of feasibility and desirability considerations in near and distant future decisions: A test of temporal construal theory[J]. Journal of Personality and Social Psychology, 1998, 75（1）: 5–18. DOI:10.1037/0022-3514.75.1.5
34 Liberman N, Trope Y, McCrea S M, et al. The effect of level of construal on the temporal distance of activity enactment[J]. Journal of Experimental Social Psychology, 2007, 43（1）: 143–149. DOI:10.1016/j.jesp.2005.12.009
35 Mael F, Ashforth B E. Alumni and their alma mater: A partial test of the reformulated model of organizational identification[J]. Journal of Organizational Behavior, 1992, 13（2）: 103–123. DOI:10.1002/(ISSN)1099-1379
36 Matteson J A, Irving J A. Servant versus self-sacrificial leadership: A behavioral comparison of two follower-oriented leadership theories[J]. International Journal of Leadership Studies, 2006, 2（1）: 36–51.
37 Mawritz M B, Mayer D M, Hoobler J M, et al. A trickle-down model of abusive supervision[J]. Personnel Psychology, 2012, 65（2）: 325–357. DOI:10.1111/j.1744-6570.2012.01246.x
38 Mayer D M, Kuenzi M, Greenbaum R, et al. How low does ethical leadership flow? Test of A trickle-down model[J]. Organizational Behavior and Human Decision Processes, 2009, 108（1）: 1–13. DOI:10.1016/j.obhdp.2008.04.002
39 Mulder L B, Nelissen R M A. When rules really make a difference: The effect of cooperation rules and self-sacrificing leadership on moral norms in social dilemmas[J]. Journal of Business Ethics, 2010, 95（1）: 57–72.
40 Ruggieri S, Abbate C S. Leadership style, self-sacrifice, and team identification[J]. Social Behavior and Personality: An International Journal, 2013, 41（7）: 1171–1178. DOI:10.2224/sbp.2013.41.7.1171
41 Ruiz P, Ruiz C, Martínez R. Improving the " leader–follower” relationship: Top manager or supervisor? The ethical leadership trickle-down effect on follower job response[J]. Journal of Business Ethics, 2011, 99（4）: 587–608. DOI:10.1007/s10551-010-0670-3
42 Schaubroeck J M, Peng A C, Hannah S T. Developing trust with peers and leaders: Impacts on organizational identification and performance during entry[J]. Academy of Management Journal, 2013, 56（4）: 1148–1168. DOI:10.5465/amj.2011.0358
43 Sluss D M, Ashforth B E. Relational identity and identification: Defining ourselves through work relationships[J]. Academy of Management Review, 2007, 32（1）: 9–32. DOI:10.5465/AMR.2007.23463672
44 Tajfel H. Differentiation between social groups: Studies in the social psychology of intergroup relations[M]. London: Academic Press, 1978.
45 Trope Y, Liberman N, Wakslak C. Construal levels and psychological distance: Effects on representation, prediction, evaluation, and behavior[J]. Journal of Consumer Psychology, 2007, 17（2）: 83–95. DOI:10.1016/S1057-7408(07)70013-X
46 Trope Y, Liberman N. Construal-level theory of psychological distance[J]. Psychological Review, 2010, 117（2）: 440–463. DOI:10.1037/a0018963
47 Van Knippenberg B, Van Knippenberg D. Leader self-sacrifice and leadership effectiveness: The moderating role of leader prototypicality[J]. Journal of Applied Psychology, 2005, 90（1）: 25–37. DOI:10.1037/0021-9010.90.1.25
48 Walumbwa F O, Hartnell C A. Understanding transformational leadership-employee performance links: The role of relational identification and self-efficacy[J]. Journal of Occupational and Organizational Psychology, 2011, 84（1）: 153–172. DOI:10.1348/096317910X485818
49 Walumbwa F O, Schaubroeck J. Leader personality traits and employee voice behavior: Mediating roles of ethical leadership and work group psychological safety[J]. Journal of Applied Psychology, 2009, 94（5）: 1275–1286. DOI:10.1037/a0015848
50 Weiss H M, Cropanzano R. Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work[A]. Staw B M, Cummings L L（Eds.）. Research in organizational behavior: An annual series of analytical essays and critical reviews[C]. Greenwich, CT: JAI Press, 1996: 1–74.
51 Wu J B, Tsui A S, Kinicki A J. Consequences of differentiated leadership in groups[J]. Academy of Management Journal, 2010, 53（1）: 90–106. DOI:10.5465/AMJ.2010.48037079
52 Yorges S L, Weiss H M, Strickland O J. The effect of leader outcomes on influence, attributions, and perceptions of charisma[J]. Journal of Applied Psychology, 1999, 84（3）: 428–436. DOI:10.1037/0021-9010.84.3.428
53 Zhou R Y, Long L R, Hao P. Positive affect, environmental uncertainty, and self-sacrificial leadership influence followers’ self-sacrificial behavior[J]. Social Behavior and Personality: An International Journal, 2016, 44（9）: 1515–1524. DOI:10.2224/sbp.2016.44.9.1515
引用本文
周如意, 龙立荣. 自我牺牲型领导研究述评与展望[J]. 外国经济与管理, 2017, 39(11): 77–89.
导出参考文献，格式为：
上一篇：张瑞敏的水式管理哲学及其理论体系
下一篇：专利是一个好的创新测量指标吗？
