Cooperation as a function of leader self-sacrifice, trust, and identification

By David de Cremer, D. van Knippenberg. 2005

121 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4a26967c3f7521885e52b8d009837b97cef46ad0

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Fred Walumbwa
2. Bruce J. Avolio
3. Peng Wang
4. Hui Wang
5. J. Schaubroeck
6. Fred Luthans
7. C. Branson
8. James Avey

In Social Psychology

1. Fred Walumbwa
2. Bruce J. Avolio
3. Hui Wang
4. Peng Wang
5. J. Schaubroeck
6. Fred Luthans
7. C. Branson
8. Matej Cerne

In Sociology and Political Science

1. Fred Walumbwa
2. Bruce J. Avolio
3. Peng Wang
4. J. Schaubroeck
5. C. Branson
6. Hsin-Hua Hsiung
7. M. Kaptein
8. S. Hannah

Citations in the corpus

• Elevation at work: The effects of leaders’ moral excellence (2010, unknown): “Leader selfsacrifice has been shown to be an antecedent of citizenship behavior (Choi & Yoon, 2005; De Cremer & Van Knippenberg, 2005) as well as of organizational commitment (Halverson et al., 2004).”
• RETRACTED: Psychological processes linking authentic leadership to follower behaviors (2010, background): “…some researchers have argued that identification with the supervisor partially explains why leader behavior patterns that promote cooperation, like transformational and charismatic leadership and leader self-sacrifice, are found to be positively related to OCB (DeCremer & van Knippenberg, 2005).”
• Achieving organisational change through values alignment (2008, background): “Generally, people do not engage in cooperative acts easily because cooperation comes at a personal cost such as time, effort, and resources ( De Cremer and Van Knippenberg, 2005”