An uncertainty management perspective on the antecedents of leader self‐serving behavior
基于不确定性管理理论，研究揭示工作不安全感通过引发领导者的焦虑和自私认知，进而导致其自私行为，而组织整体公平能有效缓解这一间接关系。
Summary Leader self‐serving behavior has been associated with a range of adverse outcomes in the workplace. However, much remains to be explored about why and when such leader behavior emerges in organizations. This research develops and tests a theoretical framework that delineates the emotional and cognitive states that give rise to leader self‐serving behavior. Specifically, we draw on uncertainty management theory to theorize that job insecurity heightens leaders' anxiety and self‐serving cognitions that subsequently trigger leader self‐serving behavior. We further argue that the overall justice of an organization effectively mitigates the indirect relationship between a leader's sense of job insecurity and leader self‐serving behavior via leader anxiety and self‐serving cognitions. Results from a three‐wave field study involving 481 leader–follower dyads provide support for our hypothesized model. We discuss the implications of our findings for leadership theory and practice.