Demonstrates the impact of self-sacrificial leadership on performance in civil servants, suggesting career growth opportunities play a crucial role.
Self-sacrificial leadership is often assumed to enhance performance, yet its effects remain inconsistent. Drawing on social information processing theory and the AMO framework, this study examines whether career growth opportunity conditions the effect of self-sacrificial leadership on performance through civil servants’ motivation. Using two-stage data from 181 township civil servants, the results show that self-sacrificial leadership improves performance only when career growth opportunity is high, because it strengthens civil servants’ motivation under conditions. When career growth opportunity is low, neither the motivational effect nor the indirect performance effect is significant. These findings clarify the mechanism of self-sacrificial leadership.
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Ma et al. (2026) studied this question.
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