Good intentions, bad results: the effect of leader interpersonal capitalization on employee OCB-I

Purpose This study aims to examine how hierarchical power structures reshape leader interpersonal capitalization – the act of sharing positive news with subordinates. By drawing upon ritual chain theory and conservation of resources theory, the research investigates the potential “dark side” of these interactions and their subsequent impact on employee Organizational Citizenship Behavior directed toward individuals (OCB-I). Design/methodology/approach The research employed a multi-method approach, consisting of a scenario experiment and a field questionnaire survey, to test the hypothesized relationships within the power-asymmetric context of leader-employee dyads. Findings The results reveal that leader interpersonal capitalization may transform into a “power ritual.” This interaction pattern requires employees to devote attention and regulate their emotional displays when responding to positive news from the leader, which leads to a significant depletion of emotional energy and a decrease in OCB-I. Moreover, this negative indirect effect is stronger among employees with higher power distance. Practical implications The findings highlight the latent costs of compelled positivity in hierarchical interactions. Rather than refraining from sharing personal news, leaders should adopt a differentiated interaction approach by adjusting the timing, intimacy, and frequency of such disclosures to employees' interaction preferences and sensitivity to hierarchy. Framing personal positive news in ways that acknowledge team support, express reciprocal appreciation, and reduce implicit pressure for enthusiastic responses may help transform potentially burdensome power rituals into more authentic and inclusive exchanges. Originality/value By examining interpersonal capitalization through the lens of power inequality, this study challenges the prevailing assumption that such interactions are universally beneficial. It introduces a novel theoretical perspective to the field by identifying the “power ritual” mechanism and provides critical insights into how hierarchy can transform positive social sharing into an emotional burden for employees.