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.