The Effect of Self-Sacrifice Leadership on Social Capital and Job Performance in Hotels

Abstract

This study aimed to investigate the relationship between self-sacrifice leadership and social capital or job performance in the hotel industry. Four hypotheses have been proposed to accomplish this. First, self-sacrifice leadership positively affects social capital. Second, social capital has a positive impact on job performance. Third, self-sacrifice leadership has a positive effect on job performance. Fourth, self-sacrifice leadership positively affects job performance through the mediation of social capital. Further, eligible respondents (n = 371; 282 male and 89 female) were recruited from hotels with a three-star or above rating in metropolitan areas and then evaluated for the online survey method. Results showed that self-sacrifice leadership had significant positive effects on social capital and job performance. Moreover, social capital significantly improved job performance and mediated the interaction between self-sacrifice and job performance. Therefore, building social capital for employees is critical, which implies that hotels require education and training to promote self-sacrificing leadership. In particular, self-sacrificing leadership has a decisive influence on employees’ job performance; thus, a system that improves the working environment must be established.

The Mediating Role of Organizational Culture on the Relationship Between Leadership and Social Capital in the Iraqi Service Sector

“…Social capital is the accumulations of resources based on such connections that may help an organization achieve its goals. A debate that has captivated behaviorists, sociologists, and psychologists over the last two decades is known as social capital behavior Shin & Shin (2022). Social capital can make it easier to gain access to knowledge and crucial resources in order to improve performance and take advantage of environmental chances.…”