The Effect of Self-sacrifice Leadership on the Voice Behaviors: The Mediating Effect of Meaning of Work

This study examines the impact of self-sacrificial leadership on employee voice behavior in the context of organizational flattening and the increasing need for proactive participation in today's volatile “new normal” environment. Traditional hierarchical leadership models are insufficient in fostering employee voice, highlighting the significance of exploring horizontal leadership styles. This research focuses on self-sacrificial leadership, a contemporary horizontal leadership approach, within the hierarchical structure of a military organization. The study aims to: (1) determine the relationship between self-sacrificial leadership and employee voice behavior; and (2) test the mediating effect of work meaning on this relationship. Using data from superior-subordinate pairs within a military setting, the study employs SPSS 25.0, AMOS 22.0 and Process macro 4.0 for hypothesis testing. Results indicate a significant positive relationship between self-sacrificial leadership and voice behavior, with work meaning mediating this relationship. Theoretical and practical implications of these findings are discussed.