Influence of self-serving leadership on employees’ helping behavior

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YuanYuan Gao
DanYang Huang
JinXin Jiang
WuLin Wang
Cite this article:  Gao, Y., Huang, D., Jiang, J., & Wang, W. (2022). Influence of self-serving leadership on employees’ helping behavior. Social Behavior and Personality: An international journal, 50(1), e10374.


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We explored the effect of self-serving leadership on employees’ helping behavior, focusing on the mediating role of moral disengagement and the moderating role of prosocial motivation. We recruited employees and direct supervisors of six companies in China, and analyzed data from 295 participants using structural equation modeling and hierarchical regression. Self-serving leadership had a significant negative impact on employees’ helping behavior, and moral disengagement mediated the relationship between self-serving leadership and employees’ helping behavior. Further, prosocial motivation moderated this relationship, that is, the stronger (vs. weaker) was the prosocial motivation of employees, the weaker (vs. stronger) was the effect of self-serving leadership on employees’ helping behavior.

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