In organizations, a leader's self-sacrificial behavior for the organization and subordinates has significant effects on subordinates' trust in the leader, subordinates' identity and behavior, and organizational effectiveness. This study aimed to examine how such self-sacrificial leadership behavior affects subordinates' perception of obligation for self-sacrificial behavior and organizational commitment. For the empirical analysis, surveys were conducted at 11 domestic general enterprises, and the research results are as follows. Self-sacrificial leadership behavior, in which leaders relinquish or defer some or all of the benefits or privileges granted to them in terms of work assignment, reward distribution, and authority exercise, was found to lead subordinates to develop strong personal identification with the leader. Furthermore, such self-sacrificial leadership was found to influence subordinates' perception of obligation for self-sacrificial behavior and to enhance subordinates' organizational commitment. Moreover, the analysis showed that leaders' self-sacrificial behavior partially mediates the effects on subordinates' perception of obligation for self-sacrificial behavior and organizational commitment by fostering personal identification with the leader. Through these research findings, this study demonstrated that leaders' self-sacrificial behavior has significant effects on the formation of subordinates' self-concept and identity and on organizational behavior. Additionally, considering the influence of self-sacrificial leadership, the study provided important implications for human resource management.