The main objective of this study is to examine the effect of self-sacrificial leadership on organizational citizenship behavior within the health sector through a moderated mediation approach. The study has been conducted on nurses working in public hospitals in Sargodha, Pakistan, and data have been collected through a questionnaire survey method. In this study, psychological empowerment is used as a moderator, and psychological wellbeing is used as a mediator between self-sacrificial leadership on organizational citizenship behavior based on the fundamental premise of Conservation of Resource (COR) theory. The data have been analyzed through Partial Least Square Structural Equation Model (PLS-SEM) to examine the hypotheses. Empirical results demonstrated that psychological well-being plays a significant and positive mediating role in the relationship between self-sacrificial leadership and organizational citizenship behavior. The results further explain that nurses’ psychological empowerment moderates the mediating effect of psychological well-being between self-sacrificial leadership and organizational citizenship behavior. This study adds to a better understanding of the role of self-sacrificial leadership in encouraging organizational citizenship behavior.
PurposeThis study aims to explore and clarify the mechanism by which cognitive heuristics influence strategic decision-making during the coronavirus disease 2019 (COVID-19) pandemic in an emerging economy.Design/methodology/approachData collection was conducted through a survey completed by 213 top-level managers from firms located in the twin cities of Pakistan. A convenient, purposively sampling technique and snowball method were used for data collection. To examine the relationship between cognitive heuristics and strategic decision-making, hypotheses were tested by using correlation and regression analysis.FindingsThe article provides further insights into the relationship between cognitive heuristics and strategic decision-making during the COVID-19 pandemic. The results suggest that cognitive heuristics (under-confidence, self-attribution and disposition effect) have a markedly negative influence on the strategic decision-making during the COVID-19 pandemic in an emerging economy.Practical implicationsThe article encourages strategic decision-makers to avoid relying on cognitive heuristics or their feelings when making strategic decisions. It provides awareness and understanding of cognitive heuristics in strategic decision-making, which could be very useful for business actors such as managers and entire organizations. The findings of this study will help academicians, researchers and policymakers of emerging countries. Academicians can formulate new behavioural models that can depict the solutions to dealing with an uncertain situation like COVID-19. Policymakers and strategic decision-making teams can develop crisis management strategies based on concepts from behavioral strategy to better deal with similar circumstances in the future, such as COVID-19.Originality/valueThe paper’s novelty is that the authors have explored the mechanism by which cognitive heuristics influence strategic decision-making during the COVID-19 pandemic in an emerging economy. It adds to the literature in strategic management, explicitly probing the impact of cognitive heuristics on strategic decision-making; this field is in its initial stage, even in developed countries, while little work has been done in emerging countries.Peer reviewThe peer review history for this article is available at https://publons.com/publon/10.1108/IJSE-10-2021-0636.
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