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Saleem, Farida, Yingying Zhang Zhang, C. Gopinath, and Ahmad Adeel. "Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust." SAGE Open 10, no. 1 (January 2020): 215824401990056. http://dx.doi.org/10.1177/2158244019900562.
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Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms’ sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of subordinates and their supervisors. The results from hierarchical linear model (HLM) for clustered data showed that servant leadership strongly predicted affective trust, organizational citizenship behaviors (OCBs), and task performance of subordinates; affective trust fully mediated servant leadership’s effect on task performance while partially mediates servant leadership’s effect on subordinates’ OCB. In contrast, cognitive trust did not mediate servant leadership’s effect on either OCB or task performance. These findings reveal the relevance of affective trust as the underlying mechanism which mediates and deciphers servant leadership into positive individual performance.
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Bao, Yuanjie, Chaoping Li, and Hao Zhao. "Servant leadership and engagement: a dual mediation model." Journal of Managerial Psychology 33, no. 6 (August 13, 2018): 406–17. http://dx.doi.org/10.1108/jmp-12-2017-0435.
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Purpose The purpose of this paper is to compare two mediating mechanisms of servant leadership’s effect on followers’ work engagement: the social exchange mechanism (represented by leader-member exchange (LMX)) and the social learning mechanism (represented by public service motivation in Study 1 and prosocial motivation in Study 2). Design/methodology/approach In Study 1, the authors collected two-wave matched data from 216 public sector employees. In Study 2, the authors collected two-wave matched data from 178 private sector employees. The authors use hierarchical regression and bootstrapping to test the hypotheses. Findings Servant leadership is positively related to follower’s work engagement and this relationship is mediated by LMX, but not by public service motivation (Study 1) or prosocial motivation (Study 2). It suggests that servant leadership promotes followers’ work engagement mostly through the social exchange mechanism. Research limitations/implications The data were collected from Chinese employees, and future studies are necessary to verify the findings in other cultural contexts. Originality/value This study sheds light on a more nuanced picture of the effect mechanisms of servant leadership.
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Langhof, Jan G., and Stefan Güldenberg. "Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes." German Journal of Human Resource Management: Zeitschrift für Personalforschung 34, no. 1 (August 30, 2019): 32–68. http://dx.doi.org/10.1177/2397002219869903.
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The purpose of this article is multi-layered. First, we focus on gaining a comprehensive insight into a research area which just recently received more recognition in management literature: servant leadership. Second, we identify antecedent and outcomes of servant leadership within the existing research body. Third, we synthesize and develop a comprehensive servant leadership model. It assists academics and practitioners in keeping pace with the increasing servant leadership literature. The systematic literature review provides explanations as to why managers practice servant leadership. The study also contributes to a better understanding of the outcomes of servant leadership and brings clarity to a discombobulated group of studies.
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Rayatin, Lilis. "Model Kepemimpinan Servant Paling Dominan Berhubungan dengan Kinerja." Jurnal Keperawatan Indonesia 21, no. 3 (November 27, 2018): 180–88. http://dx.doi.org/10.7454/jki.v21i3.773.
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Model kepemimpinan kepala ruangan dapat meningkatkan kinerja perawat pelaksana dalam memberikan asuhan keperawatan. Tujuan penelitian ini adalah untuk mengidentifikasi hubungan antara model kepemimpinan kepala ruangan dengan kinerja perawat pelaksana. Metode penelitian menggunakan cross sectional, dengan melibatkan 141 responden di sebuah RS. Instrumen yang digunakan adalah instrumen model kepemimpinan yang pernah digunakan sebelumnya. Model kepemimpinan yang berhubungan dengan kinerja adalah servant, visioner, dan transaksional. Model kepemimpinan yang paling dominan berhubungan dengan kinerja adalah servant (p= 0,0001; α= 0,05; CI: 2,733–11,853; Odd Ratio: 5,691). Kepala ruangan yang dipersepsikan oleh perawat pelaksana menggunakan model kepemimpinan servant berpeluang meningkatkan kinerja perawat pelaksana sebesar 5 kali lebih tinggi dibandingkan dengan yang tidak dipersepsikan menggunakan model kepemimpinan servant. Hasil penelitian ini merekomendasikan kepada pimpinan Rumah sakit khususnya untuk kepala ruangan dapat menggunakan model kepemimpinan servant dalam peran dan fungsinya untuk meningkatkan kinerja perawat pelaksana. Kata kunci: Kinerja perawat pelaksana, Model kepemimpinan servant. Abstract Head Nurse Leadership Model Can Improve The Performance of Nurses in Providing Nursing Care. The purpose of this study was to identify the correlation between the head nurse leadership model and the nurses’ performance. This study applied a cross-sectional method and involved 141 nurses at a Hospital. This study used the instruments was developed in the other studies. The results showed that the leadership model related to the performance was a servant, visionary, and transactional. The most dominant leadership model related to the performance was servant (p= 0.0001; α= 0.05, CI: 2.733 to 11.853; odds ratio: 5.691). Head nurses that were perceived by nurses as using the servant leadership model had an opportunity to improve the nurses’ performance five times higher than those who were not perceived as using the servant leadership model. It is recommended that the head of Hospitals, especially the head nurses, to apply the servant leadership model in their roles and functions to improve the nurses’ performance. Keywords: Nurses’ performance, Servant Leadership model
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Canales, Arthur David. "Servant-Leadership: A Model for Youth Ministry." Journal of Youth and Theology 13, no. 1 (January 17, 2014): 42–62. http://dx.doi.org/10.1163/24055093-90000074.
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This article addresses the importance of servant-leadership and to be utilized as one model of leadership for integration and implementation within a Christian youth ministry. Essentially the essay is divided two sections: The first part of the paper provides a brief background on servant-leadership, addresses the theology of servant-leadership, and examines 10 theological characteristics for integration into Christian youth ministry. The second section of the paper provides 6 pedagogical and pastoral implementation strategies for youth ministers to apply in their programs. The ideas in this essay are also applicable to campus ministries and young adult ministries.
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Qureshi, Muhammad Azeem. "Servant Leadership: A Taxonomic Approach towards Systematic Literature Review." IBT Journal of Business Studies 15, no. 1 (2019): 2019–230. http://dx.doi.org/10.46745/ilma.jbs.2019.15.01.18.
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Connection between inferior leadership and massive business meltdown and inadequacy of seasoned leadership models create an urge to seek leadership equipped with ethical behavior, concern for subordinates, all the stakeholders and the society as a whole. This literature survey examines existing literature addressing servant leadership theory. Servant leadership theory has not yet been legitimized as a mainstream leadership theory therefore, it is worthy to examine its antecedents, outcomes and different mediating and moderating mechanisms to have in-depth knowledge of servant leadership concept and to understand how it differs from other mainstream leadership theories. This study analyzed the literature using descriptive approach as proposed by Turnnidge & Côté (2016). The study has been carried out in three phases. First phase is concerned with screening of abstracts and citations related to variable of interests, in second phase, peer discussion was made to retain valuable literature and exclusion of literature which does not fall in set criterion. In the third phase, full text of articles and relevant literature were reviewed which were potentially related to and are of interest. It was found that servant leadership is a different concept which is more comprehensive and predicts more positive outcomes than its predecessor leadership models. Systematic literature review provided detailed insight with respect to servant leadership theory and its outcomes which led to the development of taxonomy which was further used to develop integrated model of causal fl ow through mediating and moderating mechanisms; and then was further refined to identify servant leadership interaction with different organization and behavioral variables. Findings of this research suggest possible impact of servant leadership in power distant culture which is inconsistent in contemporary research and needs to be investigated for validation of servant leadership’s concept in Third World countries.
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Zeng, Jianji, and Guangyi Xu. "How Servant Leadership Motivates Innovative Behavior: A Moderated Mediation Model." International Journal of Environmental Research and Public Health 17, no. 13 (July 2, 2020): 4753. http://dx.doi.org/10.3390/ijerph17134753.
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Drawing on social identity theory, this study examines the effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs of perceived insider status and organization-based self-esteem, and the moderating effect of leader–member exchange (LMX). This moderated mediation model was tested with two waves of data from 269 university teachers in China. Results reveal that the self-concept constructs mediate the relationship between servant leadership and university teachers’ innovative behavior. Moreover, LMX strengthens the relationship between servant leadership and the self-concept constructs, as well as the indirect effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs. Findings suggest that servant leadership is related to increased innovative behavior due to its positive influence on the self-concept of university teachers and it highlights the importance of developing a favorable supervisor–subordinate relationship.
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Mahon, Daryl. "Can using a servant-leadership model of supervision mitigate against burnout and secondary trauma in the health and social care sector?" Leadership in Health Services 34, no. 2 (June 18, 2021): 198–214. http://dx.doi.org/10.1108/lhs-01-2021-0001.
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Purpose This paper aims to set out a model of servant leadership that can be infused within a supervisory setting to mitigate employee burnout and negative stressful experiences in the health and social care sector. Design/methodology/approach A brief targeted review of the literature was undertaken to assess the prevalence of burnout in the health and social care sectors. The supervision literature was also explored. The outcomes associated with servant leadership were also distilled, focusing on employee well-being. Findings Research suggests that burnout and related concepts such as secondary trauma and compassion fatigue impact these professions disproportionately. At the same time, servant leadership is suggested to mitigate some of these factors. The author presents a conceptual model of servant leadership supervision consisting of an ideographic model of servant leadership, Servant Leadership Scale-28 (SLS-28), using the most recent meta-analysis defining this construct, and previously validated measures in the extant literature to inform its design. A Servant Leadership Supervision Scale (SLSS) is also presented aligning its use to several of the core characteristics of servant leadership practice. Research limitations/implications In doing so, the author proposes that this approach will help reduce burnout of health and social care sector employees. Limitations are considered in light of the conceptual paper and no primary data. Practical implications A model of servant leadership supervision that can be infused into health and social care supervision. Originality/value This is the first model of servant leadership supervision articulated for the health and social care sector.
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Waruwu, Marinus. "On The Job Skill-based Servant Leadership Training Model for Principal Effectiveness." International Journal of Psychosocial Rehabilitation 24, no. 5 (April 20, 2020): 3270–79. http://dx.doi.org/10.37200/ijpr/v24i5/pr202035.
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Salam, Aneke A. "SERVANT LEADERSHIP: MODEL KEPEMIMPINAN KONTEMPORER KEPALA SEKOLAH." Jurnal Manajemen dan Supervisi Pendidikan 2, no. 1 (November 20, 2017): 75–82. http://dx.doi.org/10.17977/um025v2i12017p075.
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Gotsis, George, and Katerina Grimani. "The role of servant leadership in fostering inclusive organizations." Journal of Management Development 35, no. 8 (September 12, 2016): 985–1010. http://dx.doi.org/10.1108/jmd-07-2015-0095.
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Purpose The purpose of this paper is to provide an integrative framework of servant leadership and employees’ perception of inclusion. The authors argue that servant leadership embodies an inclusive leadership philosophy that is in a position to facilitate feelings of belongingness and uniqueness among diverse employees. Design/methodology/approach A theoretical model capturing the effect of servant leadership in shaping climates for inclusion, is developed. The authors elaborate on research streams focussing on climates for inclusion, and examine servant leadership as a potential predictor of inclusion. In this respect, the authors posit that inclusive practices mediate the servant leadership and inclusion relationship, while leaders’ inclusiveness beliefs moderate the servant leadership and inclusive practices relationship. Findings The model introduces mediating mechanisms that intervene in the indirect relationship between servant leadership and climates for inclusion. In so doing, the authors seek to identify how organizational practices supported through servant leadership behaviors address employee needs for belongingness and uniqueness. The model predicts multi-level beneficial outcomes for social identity groups. Practical implications The paper identifies a bundle of organizational practices facilitating employees’ perceptions of inclusion, by placing an emphasis on how servant leaders can enact and implement practices in view of attaining inclusiveness pursuits. Social implications Servant leadership is inclusive by empowering diverse employees and fostering equitable and more humane workplaces, as well as by being more sensitive to various societal expectations. Originality/value The paper is intended to explore precisely how servant leadership can help inclusive ideals to thrive in diverse work environments.
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Jorge Correia de Sousa, Milton, and Dirk van Dierendonck. "Servant leadership and engagement in a merge process under high uncertainty." Journal of Organizational Change Management 27, no. 6 (October 7, 2014): 877–99. http://dx.doi.org/10.1108/jocm-07-2013-0133.
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Purpose – The purpose of this paper is to aim mainly at further understanding how servant leadership can affect engagement during a merger with high levels of uncertainty through the mediating role of organizational identification and psychological empowerment. In addition, the research aimed at validating the servant leadership survey (SLS) in a new culture and language. Design/methodology/approach – In total, 1,107 respondents from two merging Portuguese companies answered a survey. Structural equation modeling was used to further test the mediation model proposed. Findings – SLS proved to be valid and reliable in the Portuguese context and language. Servant leadership strongly affected work engagement in conditions of high uncertainty. Organizational identification and psychological empowerment acted as mediating variables. Research limitations/implications – Future research could include longitudinal studies, the effect of specific servant leadership dimensions and the distinction between servant leadership and other leadership models during a merger in conditions of high uncertainty. Practical implications – This study extends the applicability of the servant leadership model, and the corresponding SLS in a new national culture and as an effective leadership approach under conditions of high uncertainty, such as in a merge process. Social implications – Multinational corporations can see servant leadership as a valid model that can permeate the whole organizational culture, inducing greater performance and the well-being of the workforce for increased engagement. Given the increasing uncertainty and volatility of the work environment, servant leadership could be particularly useful in such contexts. Originality/value – This study benefits both leadership scholars and practitioners by providing evidence on the value of servant leadership in ensuring workforce engagement in conditions of high uncertainty, as in dynamic merger processes. The fact that the study was conducted right in the middle of the change process is rather unique. Moreover, servant leadership effectiveness is for the first time tested in Portugal, a country typically with a relatively strong power distance culture.
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Amalia, Lia Amalia, and Basman Nurafian. "Model Of Correlation Of Work Motivation and Organizational Commitment Through Workplace Spirituality and Servant Leadership." JBMP (Jurnal Bisnis, Manajemen dan Perbankan) 7, no. 1 (March 31, 2021): 21–33. http://dx.doi.org/10.21070/jbmp.v7i1.1161.
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This study aims to determine the effect of Servant Leadership on Organizational Commitment through Workplace Spirituality and Work Motivation. The independent variable consists of Servant Leadership, the dependent variable is Organizational Commitment and the intervening variables are Workplace Spirituality and Work Motivation. This research was conducted on millennial-generation employees who worked for more than one year within Tangerang area. The samples used were 160 respondents with purposive sampling technique. This type of research is causal associative in nature and the method used in this research is Path Analysis. The results of this study indicate that Servant Leadership has positive and significant effect on Workplace Spirituality and Work Motivation. Workplace Spirituality and Work Motivation have a positive and significant effect on Organizational Commitment, while Servant Leadership does not have a positive and significant effect on Organizational Commitment. Workplace Spirituality and Work Motivation have successfully become the Intervening variables for Servant Leadership.
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Ahmed Brohi, Noor, Amer Hamzah Jantan, Sultan Adal Mehmood, Mansoor Ahmed Khuhro, Muhammad Saood Aktar, and . "Does Servant Leadership Behavior Induce Positive Behaviors? A Conceptual Study of Servant Leadership, Psychological Safety and Turnover Intention." International Journal of Engineering & Technology 7, no. 4.15 (October 7, 2018): 530. http://dx.doi.org/10.14419/ijet.v7i4.15.26326.
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In this paper, we examine how servant leadership and psychological safety may enlighten our understanding of human mechanisms that affect follower outcomes. Servant leadership style as penned by Robert Greenleaf that servant leaders guide followers to adopt the behavior of their leaders by putting others needs above their own. From emerging research on servant leadership, we proposed a model contending that servant leaders increase employees’ psychological safety that organization is a safe place to speak up ideas, opinions and take decisions, which directly influences Employees’ turnover intention. As proposed, servant leadership will be negatively related to Employees’ turnover intention and positively related to psychological safety. Psychological safety will mediate the relationship between servant leadership and turnover intention.
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Neville, Kathleen, Kimberly Conway, Joyce Maglione, Katherine A. Connolly, Marie Foley, and Silvia Re. "Understanding Servant Leadership in Nursing: A Concept Analysis." International Journal for Human Caring 25, no. 1 (January 25, 2021): 22–29. http://dx.doi.org/10.20467/humancaring-d-20-00022.
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Despite the abundance of servant leadership literature, scholars recognize the need for a more precise conceptualization of the concept. Although the predominant literature emanates from organizational management and industry describing servant leadership as a theory, model, philosophy, or leadership style, less attention has focused on servant leadership in academia, and most notably in nursing. The purpose of this analysis is to clarify the concept of servant leadership and to provide further delineation of this highly relevant, but elusive concept in nursing. Findings of this concept analysis identify a linkage among servant leadership characteristics, caring theories, and the profession of nursing.
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Latif, Khawaja Fawad, and Frederic Marimon. "Development and validation of servant leadership scale in Spanish higher education." Leadership & Organization Development Journal 40, no. 4 (June 10, 2019): 499–519. http://dx.doi.org/10.1108/lodj-01-2019-0041.
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PurposeThe purpose of this paper is twofold. First is the validation of a scale to measure the servant leadership of the university leaders. Second is to analyze how servant leadership affects the career satisfaction and life satisfaction of the academics.Design/methodology/approachUsing a survey of 148 academics at universities located in Spain collected in May 2018, a couple of models were conducted using structural equation model techniques: a confirmatory factor analysis of second order in order to assess the leadership scale and a mediation model to assess how servant leadership impacts on the life satisfaction through career satisfaction.FindingsResults reveal that leadership is a multi-dimensional construct having dimensions namely: behaving ethically, development, emotional healing, empowerment, pioneering, relationship building and wisdom. The total effect of servant leadership on life satisfaction is null due to a competitive mediation of career satisfaction.Originality/valueResearch on servant leadership has primarily focused on business organizations through extensive search in peer-reviewed databases the authors could not find a scale to measure servant leadership behavior in higher education. Additionally, the study assesses the role of career satisfaction as mediator between servant leadership and life satisfaction. Existing research has called for further research into both career and life satisfaction. Life satisfaction research has been criticized on the grounds that it has mainly overlooked the work/organizational settings. Moreover, the authors could only find little research into life satisfaction in higher education, that too in context of students.
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Sumiati, Sumiati. "THE ROLE OF MOTIVATION AS MEDIATION IN IMPROVING EMPLOYEE PERFORMANCE IN THE GOVERNMENT OF SURABAYA CITY, EAST JAVA." Jurnal Manajemen dan Kewirausahaan 23, no. 1 (March 3, 2021): 52–60. http://dx.doi.org/10.9744/jmk.23.1.52-60.
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This paper discusses the causal relationship between servant leadership, professionality, work culture, motivation, and the performance of Surabaya City government employees. One model is proposed to examine the role of motivation as a mediating variable in the indirect relationship of servant leadership, professionality, work culture and performance. The population is the government employees of Surabaya City. Analysis by SEM, on 290 respondents, using the convenience sampling method. The results show that the model is accepted, and also show that servant leadership, professional, and work culture has an effect on motivation. Servant leadership, work culture and motivation have an effect on employee performance. Motivation is a positive mediating variable in the relationship between servant leadership, professional, and work culture with performance.
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Ritaudin, Ahmad. "PENGARUH SERVANT LEADERSHIP STYLE TERHADAP LOYALITAS KARYAWAN MELALUI PERAN MEDIASI KEPUASAN KARYAWAN (Study Pada Karyawan PT. Bank Syariah Mandiri Malang)." Journal of Innovation in Business and Economics 7, no. 2 (February 28, 2017): 125. http://dx.doi.org/10.22219/jibe.vol7.no2.125-142.
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The purpose of this study was to how servant leadership style, employee performance and employee loyalty. To determine the effect of servant leadership style on employee loyalty, servant leadership style on employee satisfaction, employee satisfaction to employee loyalty, as well as the mediating role of employee satisfaction in PT. Bank Syariah Mandiri Malang. The samples in this research using random sampling with quota sampling technique gained 60 respondents employees at PT. Bank Syariah Mandiri Malang. Model structure equation modeling (SEM) type PLS (partial least Square), come to the conclusion: servant leadership style significant positive effect on employee loyalty; servant leadership style positive effect on employee satisfaction; Employee satisfaction is not significant positive effect on employee loyalty; and employee satisfaction does not mediate between servant leadership style on employee loyalty.Keywords: Employee Loyalty, Employee satisfaction, Servant Leadership Style, The Role of Mediation
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Wang, Zhen, Haoying Xu, and Yukun Liu. "Servant leadership as a driver of employee service performance: Test of a trickle-down model and its boundary conditions." Human Relations 71, no. 9 (November 28, 2017): 1179–203. http://dx.doi.org/10.1177/0018726717738320.
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Previous research has demonstrated the role of servant leadership, a leadership style emphasizing serving others, in promoting frontline employees’ service performance. It is unclear, however, how servant leadership by leaders at different organizational levels would exert such an influence. Integrating insights from both social learning theory and the trickle-down paradigm of leadership, we develop a cross-level model in which we argue that servant leadership by high-level managers could cascade downward through the organizational hierarchy to influence frontline employees’ service performance and that this trickle-down effect is contingent on the extent to which subordinates identify their leaders as embodying the organization. Using a matched sample of 92 supervisors and 568 frontline employees across 92 sub-branches of a large banking company, we found that servant leadership by high-level managers could indeed promote employees’ in-role and extra-role service performance through its effect on low-level supervisors’ servant leadership. We also found that this trickle-down effect was stronger when high-level managers and low-level supervisors were perceived by their subordinates as more fully embodying the organization. Implications, limitations and future directions are discussed.
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Gutierrez-Wirsching, Sandra, Jacqueline Mayfield, Milton Mayfield, and Wei Wang. "Motivating language as a mediator between servant leadership and employee outcomes." Management Research Review 38, no. 12 (December 14, 2015): 1234–50. http://dx.doi.org/10.1108/mrr-01-2014-0009.
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Purpose – The purpose of this paper is to propose motivating language as a mediator to increase the positive effects of servant leadership on subordinates’ outcomes. The authors propose that motivating language acts as a mediator to transmit servant leadership traits and enhances the positive impact that servant leadership verbal behavior has on employees’ performance. Design/methodology/approach – By developing a conceptual model, the authors propose a connection between servant leadership and motivating language. Findings – In the proposed model, motivating language acts as a full and a partial mediator. The authors further categorize three distinct outcome sets that should be improved from this relationship. The first set includes improved worker performance, job satisfaction, absenteeism and worker innovation. The second set is composed of self-efficacy, organizational citizenship behavior and employee commitment. Finally, the third set includes trust, satisfaction with the leader and inspiration to become servant leaders. Research limitations/implications – Empirical research needs to be conducted to test this model. Practical implications – The positive effects of servant leadership through the use of motivating language could be operationalized in multiple ways. First, potential servant leaders could take the well-established, reliable and valid motivating language scale to diagnostically identify their leader-member communication strengths and weaknesses. Then, tailored motivating language trainings could be implemented which target motivating language weaknesses and key strategic outcomes in the proposed model. Furthermore, motivating language training would be a valuable instrument for transmission of a servant leadership culture. Social implications – Servant leadership style responds to the demand for positive ethical behavior that is much needed during these times when emphasis is given to profitability and lack of concern for people is the norm rather than the exception. It is also synchronized with the current benefits of organizational citizenship behaviors that have recently emerged in the field of managerial research. Originality/value – This paper aims at addressing a gap in the literature by developing a model of how leader strategic language, namely, motivating language, mediates between servant leadership and worker outcomes.
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Crippen, Carolyn. "Servant-Leadership as an Effective Model for Educational Leadership and Management:." Management in Education 18, no. 5 (December 2004): 11–16. http://dx.doi.org/10.1177/089202060501800503.
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Kim, Kwang-Kun. "The Suggestions on the New Servant Leadership Model." Theology and Praxis 57 (November 30, 2017): 85–108. http://dx.doi.org/10.14387/jkspth.2017.57.85.
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Hashim, Muhammad, Haider Ali Malik, Anam Bhatti, Mahboob Ullah, and Ghazala Haider. "Servant Leadership and Job Satisfaction among Academicians." International Journal of Early Childhood Special Education 12, no. 2 (August 31, 2020): 08–17. http://dx.doi.org/10.9756/int-jecse/v12i2.201051.
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Servant leadership model is not something to have recently been explored that integrates subjects towards better teaming and productivity but playing well in the field ever since the recorded human history. The lives of the known Messengers of the God would explicitly reveal that they displayed servant leadership every now and then by dint of which they are yet followed yet in all social, political and economic spheres of lives. Here, in this study, four dimensions of servant leadership like: Altruistic Calling. (AC), Wisdom (W), Emotional Healing (EH), Organizational Stewardship.(OS) and Persuasive Mapping.(PM), have been examined to find whether, do they have an impact on workplace related outcome (job satisfaction)? Drawing on an information of 335 academicians of public universities in Khyber Pakhtunkhwa, Pakistan, uncovered that all components of servant leadership have direct effect on faculty satisfaction. These results add to the commitment of servant leadership practices, in like manner to values-based authority, which may conceivably demonstrates as originality to the literature about the effect of servant leader model practices on the efficiency of the academicians.
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Bouzari, Mona, and Osman M. Karatepe. "Test of a mediation model of psychological capital among hotel salespeople." International Journal of Contemporary Hospitality Management 29, no. 8 (August 14, 2017): 2178–97. http://dx.doi.org/10.1108/ijchm-01-2016-0022.
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Purpose This paper aims to propose and test a research model that examines psychological capital as a mediator of the effect of servant leadership on lateness attitude, intention to remain with the organization, service–sales ambidexterity and service-oriented organizational citizenship behaviors. Design/methodology/approach Data were gathered from hotel salespeople using a three-wave design with a two-week time lag between each wave in Iran. In total, 26 supervisors assessed salespeople’s service-oriented organizational citizenship behaviors. Structural equation modeling was used in the assessment of the direct and mediating effects. Findings The findings reveal that psychological capital functions as a full mediator of the influence of servant leadership on the aforementioned outcomes. Specifically, servant leadership fosters salespeople’s psychological capital. Such employees in turn display reduced lateness attitude and express an increased intent to remain with the organization. They also have favorable perceptions of service–sales ambidexterity and exhibit service-oriented organizational citizenship behaviors at elevated levels. Practical implications Top management of hotels should be committed to the philosophy of servant leadership because salespeople under the umbrella of this leadership style are high on psychological capital. Under these circumstances, such employees can exhibit service–sales ambidexterity by contributing to delivery of exceptional service and enhancing customer satisfaction. They can also contribute to the organization’s competitive advantage via service-oriented organizational citizenship behaviors. Originality/value This study makes a significant contribution to the extant hospitality research by testing psychological capital as a mediator between servant leadership and the previously mentioned consequences.
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Williams, Wallace Alexander, Randolph-Seng Brandon, Mario Hayek, Stephanie Pane Haden, and Guclu Atinc. "Servant leadership and followership creativity." Leadership & Organization Development Journal 38, no. 2 (April 3, 2017): 178–93. http://dx.doi.org/10.1108/lodj-02-2015-0019.
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Purpose The purpose of this paper is to examine how servant leadership and political skill combine to impact workplace spirituality and employee creativity. Design/methodology/approach Participants were working adults recruited by graduate and undergraduate students from a US public regional comprehensive university. Data were collected across three time periods, with a final sample size of 280 participants. Findings The authors’ findings suggest that servant leaders impact employee creativity by fostering an environment that promotes workplace spirituality. Furthermore, this relationship is strengthened to the extent that the servant leader possesses high levels of political skill. Research limitations/implications This study provides a foundation for the interplay between servant leadership and political skill. Therefore, the data collection procedures undertaken in this study (i.e. from sources in multiple organizations) are beneficial. A limitation to this study is the use of a single informant to measure all of the constructs, which may cause a bias in the results. Practical implications This study provides a foundation for the interplay between servant leadership and political skill. Therefore, the data collection procedures undertaken in this study (i.e. from sources in multiple organizations) are beneficial. Originality/value Although servant leadership research continues to receive increased attention in the extant literature, researchers have tended to focus on the relational aspects of servant leadership. Curiously, the “leader” side of servant leadership has been largely neglected. As a result, some have questioned the construct as a viable leadership model. Greenleaf (1977), however, noted that servant leaders also possess conceptual skills; yet, these skills are rarely included in servant leadership measurements or empirical studies. The authors argue that political skill captures the essence of these abilities, and that including it strengthens the servant leader’s impact on workplace spirituality, ultimately influencing employee creativity.
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Yuan, Mengru, Wenjing Cai, Xiaopei Gao, and Jingtao Fu. "How Servant Leadership Leads to Employees’ Customer-Oriented Behavior in the Service Industry? A Dual-Mechanism Model." International Journal of Environmental Research and Public Health 17, no. 7 (March 29, 2020): 2296. http://dx.doi.org/10.3390/ijerph17072296.
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Although servant leadership has been acknowledged as an important predictor of employees’ behavioral outcomes in the service industry, there is still no cohesive understanding of the positive association between servant leadership and employees’ customer-oriented behavior (COB). This research, drawing on cognitive affective processing system theory (CAPS), empirically investigates the influence of servant leadership on employees’ COB by exploring two mediators (i.e., organizational identification and vitality). We conducted two studies in China, using a cross-sectional design to survey employees in service-oriented technical organizations (Study 1) and a time-lagged design to survey hospitality employees with frontline service jobs in star-level hotels (Study 2). Across both samples, we found that servant leadership enhanced employees’ COB by simultaneously increasing their organizational identification and vitality. We discuss the implications of these results for future research and practice.
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Abu Bakar, Hassan, and Robert M. McCann. "An Examination of Leader-Member Dyadic Politeness of Exchange and Servant Leadership on Group Member Performance." International Journal of Business Communication 55, no. 4 (August 3, 2015): 501–25. http://dx.doi.org/10.1177/2329488415597517.
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Integrating conversational constraint theory and models of homophily and relational dyadic communication, this study investigates how leader-member politeness exchange and servant leadership influence group member performance in a Malaysian organizational context. Using hierarchical linear modeling with data obtained from a sample of 510 employees, 65 workgroups, and 3 organizations, a politeness of exchange-servant leadership model was tested. Results show that servant leadership was positively and significantly associated with workgroup manager’s ratings of group member’s performance. The positive association between servant leadership and group member performance is more pronounced when managers and members in workgroups are high in politeness of exchange in their interactions. As predicted, leader-member dyadic politeness of exchange within the workgroup manager-group member dyads moderated this positive association.
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Kermond, Christine May Yan, Chenwei Liao, and Jiunwen Wang. "An Oxymoron? High Status Servant Leaders: A Job Resource Model of Servant Leadership." Academy of Management Proceedings 2015, no. 1 (January 2015): 14251. http://dx.doi.org/10.5465/ambpp.2015.14251abstract.
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Prajogo, Natanael S. "Implementasi Kepemimpinan Gembala yang Melayani Berdasarkan 1 Petrus 5:2-10 di Kalangan Gembala Jemaat Gereja Bethel Indonesia se-Jawa Tengah." HARVESTER: Jurnal Teologi dan Kepemimpinan Kristen 4, no. 1 (June 27, 2019): 1–21. http://dx.doi.org/10.52104/harvester.v4i1.5.
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Servant leadership is a leadership model that was introduced by Lord Jesus and can be summarized in the following elements: Leadership does not mean having a full authority towards followers or using the authority as commonly used by the rulers; Leaders must be the servants for their people; Jesus Himself is the model of servant leadership; Humility is the essential quality of the true leaders’ character. For Jesus, leaders are servants. In 1 Peter 5:2-10, the Apostle Peter described pastors as leaders who must serve their congregation with the following characteristics: serving with joy, serving with dedication, serving with examples, serving with humility, and serving with faith strengthening. Abstrak: Model kepemimpinan yang melayani adalah model kepemimpinan yang diperkenalkan oleh Yesus Kristus, yang dapat dirangkumkan dalam beberapa hal berikut ini: Kepemimpinan bukan berarti berkuasa penuh terhadap para pengikut atau menggunakan kekuasaan seperti biasa dilakukan oleh para penguasa; Pemimpin harus menjadi pelayan bagi orang-orangnya; Yesus sendiri adalah model kepemimpinan pelayan; Kerendahan hati merupakan kualitas utama dari karakter pemimpin sejati. Bagi Yesus, pemimpin adalah pelayan. Dalam 1 Petrus 5:1-10, rasul Petrus menjelaskan tentang seorang gembala sebagai pemimpin harus melayani jemaat dengan ciri-ciri sebagai berikut: melayani dengan sukarela, melayani dengan pengabdian diri, melayani dengan keteladanan, melayani dengan kerendahan hati, dan melayani dengan menguatkan iman.
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Yang, Fu, Jing Qian, and Jun Liu. "Priming employees’ promotion focus." Management Decision 56, no. 11 (November 12, 2018): 2308–24. http://dx.doi.org/10.1108/md-11-2016-0809.
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PurposeThe purpose of this paper is to examine the relationship between servant leadership and customer service behaviors by probing the mediating role of promotion focus and the moderating role of internal locus of control.Design/methodology/approachThe authors hypothesized an indirect relationship between servant leadership and customer service behaviors through promotion focus. Also, the authors predicted that the positive relationship between servant leadership and promotion focus would be stronger for employees with low internal locus of control. The authors tested the theoretical model with data gathered across two phases over three months from 280 supervisor-subordinate dyads.FindingsResults indicated that servant leadership was positively related to customer service behaviors via promotion focus. Results also showed that internal locus of control moderated the relationship between servant leadership and promotion focus, such that the relationship was stronger for employees low on internal locus of control. Furthermore, this moderated mediated model was supported. As predicted, the indirect effect was stronger when internal locus of control was low.Research limitations/implicationsThis study extends the regulatory focus theory to the service context to investigate how and when servant leadership enhances customer service behaviors. The authors suggested promotion focus as a key mediating mechanism and revealed internal locus of control as a boundary condition for the effectiveness of servant leadership.Originality/valueThis study highlights the importance role of promotion focus in fostering customer service behaviors and provides novel theoretical insight regarding when servant leadership enhances customer service behaviors.
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Prasertcharoensuk, Thanomwan, Somprach Kanokorn, and Tang Keow Ngang. "Teachers’ Organizational Citizenship Behaviour: A Causal Relationship Model." Contemporary Educational Researches Journal 7, no. 1 (July 24, 2017): 2–10. http://dx.doi.org/10.18844/cerj.v7i1.483.
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AbstractThis research aimed to examine the direct, indirect, and overall influences as well as validate the appropriateness of the causal relationship model of teachers’ organizational citizenship behaviour under the Office of Khon Kaen Secondary Educational Service Area 25. A total of 300 teachers were selected as research samples utilizing multistage random sampling technique. A survey quantitative research design was employed using questionnaire as an instrument to collect data thus developed evident from theories. The instrument comprised of five sections including demographic factors, factors influencing organizational citizenship behaviour namely job satisfaction, organizational commitment and servant leadership and organizational citizenship behaviour. Data was analyzed by using the mPlus program. Results of the study indicated that causal relationship model of teachers’ organizational citizenship behaviour is appropriately fit in accordance with the statistic values ( χ2 = 76.461, χ 2/df = 1.274, CFI = 0.994 , TLI = 0.990, SRMR = 0.027 and RMSEA = 0.030). In addition, result of the study revealed that all the three independent variables have significant direct influence toward organizational citizenship behaviour. Organizational commitment (β = 0.748) and servant leadership (β = 0.195) have positive, significant and direct influence but job satisfaction (β = -0.303) has negative, significant and direct influence on organizational citizenship behaviour at 0.01 level. School administrators should emphasize on servant leadership, organization commitment and job satisfaction in order to have overall influence on organizational citizenship behaviour. Keywords: Organizational citizenship behaviour; job satisfaction; organizational commitment; servant leadership
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Kim, Minjung, Yukyoum Kim, and Doyeon Won. "From commanding to serving athletes: Nurturing the coach–athlete relationship." International Journal of Sports Science & Coaching 13, no. 6 (July 25, 2018): 891–901. http://dx.doi.org/10.1177/1747954118790810.
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As one of the emerging themes in research on sport management leadership, servant leadership focuses on facilitating individual growth and moral development. The present study tested a hypothesized research model that demonstrates support for the effects of a head coach's servant leadership on athletes' ethical development and team outcome confidence through the quality that characterizes the coach–athlete relationship. We recruited 347 student-athletes of football teams and men's basketball teams who play under the Division I system of the US National Collegiate Athletic Association. Whereas the quality of the coach–athlete relationship partially mediated the association between servant leadership and ethical development, it fully mediated the paths from servant leadership to team outcome confidence. This study provides empirical support for the positive influence of servant leadership behaviors and advances an improved understanding of the role played by the aforementioned relationship quality in coaching leadership research.
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Sousa, Milton, and Dirk van Dierendonck. "Servant leaders as underestimators: theoretical and practical implications." Leadership & Organization Development Journal 38, no. 2 (April 3, 2017): 270–83. http://dx.doi.org/10.1108/lodj-10-2015-0236.
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Purpose The purpose of this paper is to provide a new interpretation of underestimation for the particular case of servant leadership, contending the ideas that underestimation is caused by lack of self-awareness or low self-esteem, and that self-other agreement is a necessary condition for self-awareness. Additional reflections are provided on the development of servant leadership in organizations. Design/methodology/approach A revision of the self-other agreement literature was done, with a focus on underestimation. The theoretical foundations of servant leadership were analysed. The main hypothesis was derived, including a set of supporting propositions. An empirical study was conducted based on a polynomial regression and 3D surface analysis, including 36 managers and 160 followers. Findings Underestimation was the strongest predictor of servant leadership effectiveness in generating psychological empowerment amongst followers. The theoretical revision provides arguments to support the claim that servant leaders underestimate themselves because of their humility and valuing of others. Practical implications With the increasing adoption of servant leadership, this study supports the need to develop specific processes for detecting, assessing, and developing servant leaders in organizations. Additional care is necessary on the interpretation of self-other ratings through 360-degree instruments in light of the leadership model being considered. Originality/value It is the first empirical study within the self-other leadership agreement that incorporates servant leadership. It provides an alternative explanation of underestimation for servant leaders. The paper also provides a reflection on the practical implications of underestimation for developing servant leadership in organizations.
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Hashim, Muhammad, Muhammad Azizullah Khan, and Saqib Adnan. "Servant Leadership and Enhancement of Organizational Performance." Global Social Sciences Review IV, no. I (March 30, 2019): 117–22. http://dx.doi.org/10.31703/gssr.2019(iv-i).15.
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The Servant Leader Model is a theory that advances administration, supports trust, coordinates effort, future-arranges and utilizes moral capacity to engage others, focusing on good ethical practices. This study inspects the faculty of public and private universities in Peshawar for elements of servant leader behavior (wisdom, emotional healing and persuasive mapping) and effect on performance. Drawing on information from 95 teaching faculty members from different universities, we discovered help for the immediate impact of the all elements of servant leader behavior administration on universities performance. The findings add to servant leadership practices, in like manner to values-based administration, which conceivably may include novel literature regarding the relationship between servant leadership and performance of universities teachers. Implications form the last part of the paper.
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Yang, Jin, Cuiping Ma, Jibao Gu, and Hefu Liu. "Linking servant leadership to employee creativity." Chinese Management Studies 14, no. 1 (November 21, 2019): 215–33. http://dx.doi.org/10.1108/cms-08-2018-0640.
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Purpose This paper aims to put forth a model that accounts for the effect of servant leadership on employee creativity from a social identity perspective. Specifically, this paper aims to examine team identification as the mediating mechanism by which servant leadership influence employee creativity. This paper also intends to investigate the moderating influences of horizontal and vertical collectivism on the effectiveness of servant leadership on follower team identification. Design/methodology/approach Servant leadership, team identification, collectivism (consisted of horizontal and vertical collectivism) and employee creativity were assessed in an empirical study based on a sample of 451 employees from 11 banks in China. Findings Drawing on social identity theory, this study found that follower team identification partially mediates the relationship between servant leadership and employee creativity. In addition, results showed that horizontal collectivism moderates the relationship between servant leadership and follower team identification; the relationship was more positive when horizontal collectivism was high, rather than low; vertical collectivism also moderates the relationship between servant leadership and follower team identification; the relationship was more positive when vertical collectivism was low, rather than high. However, results of this study indicated that the moderated mediation effects of team identification on the relationship between servant leadership and employee creativity are nonsignificant. Practical implications First, this research affirmed the need to promote servant leadership in employment settings. Second, managers’ understandings of the instrumental role of servant leadership in showing interpersonal acceptance, offering encouragement and support and expressing trust would prove to be valuable because it could enhance employee creativity. Finally, the findings from this study should help managers gain a better understanding of the contextual factors. Originality/value The first contribution of the current study was to identify team identification as an important psychological process that can link servant leadership to employee creativity. Another important contribution of the current research was the identification of the boundary conditions (e.g. horizontal and vertical collectivism).
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Purwanto, Agus, Jhon Tampil Purba, Innocentius Bernarto, and Rosdiana Sijabat. "Pengaruh Servant, Digital dan Green Leadership terhadap Kinerja Industri Manufaktur Melalui Mediasi Komitmen Organisasi." Jurnal Riset Inspirasi Manajemen dan Kewirausahaan 5, no. 1 (March 21, 2021): 1–13. http://dx.doi.org/10.35130/jrimk.v5i1.174.
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Tujuan dari penelitian ini adalah untuk menganalisis pengaruh green leadership, servant leadership dan digital leadership terhadap kinerja industri manufaktur melalui mediasi komitmen organisasi. Metode penelitian ini adalah metode kuantitatif dengan alat pengolah data menggunakan program SmartPLS versi 3.0. Data penelitian diperoleh dari kuesioner elektronik online yang didistribusikan secara online menggunakan metode snowball sampling. Responden penelitian ini adalah 200 manajer industry manufaktur di Banten. Hasil analisis data menunjukkan bahwa servant leadership, digital leadership dan green leadership berpengaruh signifikan terhadap kinerja industri manufaktur. Novelty dari penelitian ini adalah model penelitian kepemimpinan pertama dengan variabel servant, digital dan green terhadap kinerja manufaktur dengan mediasi komitmen organisasi.
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Johnson, Gail, and Mary Ann Feldheim. "Serving the Public in the 21st Century." Public Voices 5, no. 1-2 (January 12, 2017): 9. http://dx.doi.org/10.22140/pv.281.
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The values, attitudes and behaviors of servant leadership are consistent with the public service ethic which values empowerment, justice and fairness in society, and community building achieved through participation; the attitude of stewardship; and the behaviors of compassion, love, sacrifice, and civic duty/service. We are beginning to see the application of servant ledership in public agencies and it may be our best hope to reengage citizens. Processes reflecting the values, attitudes, and behaviors of servant leadership enable public administrators to facilitate dialogue are available, such as Appreciative Inquiry and Open Space Technology. While information technology makes it possible to involve citizens from across a state in dialogues via interactive TV, we find the authoritarian model of leadership hard to let go. But if we are to develop a servant-leadership model, new skills are needed. We will need to engage in authentic communication, to interact with others with positive regard and respect, and to collaborate in problem solving. Servant leadership offers individuals in public service who value empowerment, justice, community building and stewardship the tools to achieve these values.
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Rumiyati, Umi, Kasiatin Widianto, DR Juanda, Lilis Setyarini, and Daniel Ari Wibowo. "Pengaruh Kepemimpinan Hamba Tuhan Dalam Pertumbuhan Kerohanian Jemaat Gereja GPdI ‘Zion’ Krebet, Tembalang, Wlingi - Blitar." Journal Kerusso 3, no. 2 (September 11, 2018): 9–19. http://dx.doi.org/10.33856/kerusso.v3i2.93.
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There is the reason for the growth of the church in the church because the leadership carried out by God's servants or pastors in their ministry can bring good spiritual growth to the congregation. And also the character shown in the life of the servant of God or the pastor of the congregation can be a blessing to the church he leads. A leader is a person who deserves to be a role model for the others because the leader has a good character and is a blessing to the congregation he leads. Through research on the Influence of God's Servant Leadership in Spiritual Growth of GPdI ‘Zion' Krebet Church, Tembalang, Wlingi - Blitar, the writer wants to know the level of influence.
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Elche, Dioni, Pablo Ruiz-Palomino, and Jorge Linuesa-Langreo. "Servant leadership and organizational citizenship behavior." International Journal of Contemporary Hospitality Management 32, no. 6 (April 4, 2020): 2035–53. http://dx.doi.org/10.1108/ijchm-05-2019-0501.
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Purpose This paper aims to process underlying the relationship between supervisor servant leadership and employee organizational citizenship behavior (OCB) in hotels. Specifically, it analyzes the mediating role of empathy – individual level – and service climate – group level – in the relationship between supervisor servant leadership and employee OCB. Design/methodology/approach The empirical analysis uses original data on hotels located in historic cities in Spain. A survey provided a sample of 343 work-group-level (supervisors) and 835 individual-level (employee) from a sample of 171 hotels. Findings The most interesting finding is the indirect effect of supervisor servant leadership on employee OCB through the mediating role of both employee empathy – individual level – and group service climate – group level. Practical implications The findings suggest that hotel supervisors should adopt servant leadership to enhance OCB in their workgroups. This paper also provides insights into other ways to increase employee OCB, namely, through human resources initiatives that enhance employee empathy and shape a service climate within groups. Originality/value This paper is one of the few that analyzes the relationships between supervisor servant leadership, employee empathy, group service climate and employee OCB in a unifying cross-level model. It is also the first to analyze employee empathy as a positive outcome of supervisor servant leadership, as well as a mechanism to explain the relationship between servant leadership and employee OCB. Finally, it is one of the few studies that analyzes all these relationships in conjunction within the hospitality industry.
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Heydarian, Javad, Alireza Chenari, and Kourosh Parsa Moin. "Identification of Servant Leadership Components: Providing a Conceptual Model." Iranian Journal of Educational Sociology 2, no. 2 (June 1, 2019): 124–30. http://dx.doi.org/10.29252/ijes.2.2.124.
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Mahon, Daryl. "Trauma-informed servant leadership in health and social care settings." Mental Health and Social Inclusion 25, no. 3 (July 22, 2021): 306–20. http://dx.doi.org/10.1108/mhsi-05-2021-0023.
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Purpose Practitioners, organisations and policy makers in health and social care settings are increasingly recognising the need for trauma-informed approaches in organisational settings, with morbidity and financial burdens a growing concern over the past few years. Servant leadership has a unique focus on emotional healing, service to others as the first priority, in addition to the growth, well-being and personal and professional development of key stakeholders. This paper aims to discuss Trauma Informed Servant Leadership (TISL). Design/methodology/approach A targeted review of the servant leadership and trauma-informed care literature was conducted. Relevant studies, including systematic review and meta-analysis, were sourced, with the resulting interpretation informing the conceptual model. Findings Although there are general guidelines regarding how to go about instituting trauma-informed approaches, with calls for organisational leadership to adapt the often cited six trauma-informed principles, to date there has not been a leadership approach elucidated which takes as its starting point and core feature to be trauma informed. At the same time, there is a paucity of research elucidating trauma outcomes for service users or employees in the literature when a trauma-informed approach is used. However, there is a large body of evidence indicating that servant leadership has many of the outcomes at the employee level that trauma-informed approaches are attempting to attain. Thus, the author builds on a previous conceptual paper in which a model of servant leadership and servant leadership supervision are proposed to mitigate against compassion fatigue and secondary trauma in the health and social care sector. The author extends that research to this paper by recasting servant leadership as a trauma-informed model of leadership that naturally operationalises trauma-informed principles. Research limitations/implications A lack of primary data limits the extent to which conclusions can be drawn on the effectiveness of this conceptual model. However, the model is based on robust research across the differential components used; therefore, it can act as a framework for future empirical research designs to be studies at the organisational level. Both the servant leadership and trauma-informed literatures have been extended with the addition of this model. Practical implications TISL can complement the trauma-informed approach and may also be viable as an alternative to trauma-informed approaches. This paper offers guidelines to practitioners and organisations in health and social care on how to operationalise important trauma-informed principles through leadership. Social implications This conceptual model may help reduce the burden of trauma and re-traumatisation encountered by practitioners and service users in health and social care settings, impacting on morbidity. Originality/value To the best of the author’s knowledge, this is a novel approach, the first of its kind.
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Wang, Zhining, Lijun Meng, and Shaohan Cai. "Servant leadership and innovative behavior: a moderated mediation." Journal of Managerial Psychology 34, no. 8 (November 11, 2019): 505–18. http://dx.doi.org/10.1108/jmp-11-2018-0499.
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Purpose The purpose of this paper is to explore the cross-level effect of servant leadership on employee innovative behavior by studying the mediating role of thriving at work and the moderating role of team reflexivity. Design/methodology/approach This research collected data from 199 dyads of employees and their direct supervisors in 55 work units, and tested a cross-level moderated mediation model using multilevel path analysis. Findings The findings suggest that thriving at work mediates the relationship between servant leadership and innovative behavior. The results also show that team reflexivity positively moderates the relationship between servant leadership and thriving at work and the mediating effect of thriving at work. Practical implications The empirical findings suggest that organizations should make efforts to promote servant leadership and encourage team reflexivity. Moreover, managers should make efforts to stimulate employees’ thriving at work, thereby facilitating employee and organizational development. Originality/value This research identifies thriving at work as a key mediator that links servant leadership to innovative behavior and reveals the role of team reflexivity in strengthening the effect of servant leadership on employee innovative behavior.
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Gillham, Andy, Eva Gillham, and Keith Hansen. "Relationships Among Coaching Success, Servant Leadership, Cohesion, Resilience and Social Behaviors." International Sport Coaching Journal 2, no. 3 (September 2015): 233–47. http://dx.doi.org/10.1123/iscj.2014-0064.
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This study examined relationships among coaching success, servant leadership, team cohesion, athlete resilience and social behaviors utilizing responses from over 300 collegiate athletes. Horn’s (2008) model of coaching effectiveness served as the basis from which variables were operationalized and concurrently measured. Bivariate correlation analysis identified significant correlations among servant leadership and coaching success, cohesion and coaching success, cohesion and servant leadership, resilience and coaching success, and resilience and servant leadership, with most relationships moderate to weak. Canonical correlations were used to examine the data in greater depth and significant canonical variants revealed both expected and unexpected relationships. Multivariate analysis of variance results identified a significant main effect and seven significant follow-up analysis of variance tests. Athlete resilience, coach servant leadership and task-based team cohesion all varied significantly across the three levels of coaching success. Results of this study can be used by coaches, athletic administrators and coach educators for coach development.
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Yang, Jin, Hefu Liu, and Jibao Gu. "A multi-level study of servant leadership on creativity." Leadership & Organization Development Journal 38, no. 5 (July 3, 2017): 610–29. http://dx.doi.org/10.1108/lodj-10-2015-0229.
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Purpose The purpose of this paper is to explore the influencing mechanism of servant leadership on employee and team creativity based on efficacy theory. Specifically, the study intends to develop a model of efficacy beliefs that mediates the relationships between servant leadership, employee creativity, and team creativity at different levels. The study also aims to investigate the moderating effects of team power distance on the relationships between servant leadership, creative self-efficacy, and team efficacy at both individual and team levels. Design/methodology/approach Servant leadership, employee creativity, creative self-efficacy, team creativity, team efficacy, and team power distance were assessed in an empirical study based on a sample of 466 employees and 83 team leaders from 11 banks in China. Findings From efficacy theory perspective, this paper finds that servant leadership promotes employee creative self-efficacy and team efficacy, which enables the simultaneous promotion of employee creativity and team creativity. Team power distance also moderates the relationship between servant leadership and team efficacy. Practical implications The results suggest that it is important to encourage managers to engage in servant leader behaviors, which is conductive to enhancing employees’ self-efficacy beliefs and thereby improving creative outcomes of employees. The results are also helpful for managers to enhance their understanding of the differences in cultural values in management behavior and the effects of behavior on team efficacy. Originality/value The research findings provide a significant contribution to the literature in that it shows self-efficacy as a crucial mediating mechanism through which servant leadership influences creativity at individual and team levels. Moreover, the findings support the view that power distance is an important contextual factor that affects the influencing mechanism of servant leadership on team creativity. Furthermore, this paper is one of the few studies answering the call to examine the effect of leadership at multiple levels.
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Nichols, Thomas, Trisha D. Anderson, and Rod Erakovich. "Servant and transformational leadership: a supply chain management perspective." Journal of Management and Science 10, no. 2 (June 30, 2020): 38–49. http://dx.doi.org/10.26524/jms.2020.2.8.
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We examine the association between leadership style (transformational and servant) and the type of supply chain (efficient or responsive) and the impact of employee engagement on customer satisfaction. We propose a model for examining the influence of transformational and servant leadership on the efficient and responsive type supply chains. We present 7 propositions and present a novel view of leadership by viewing it through the lens of contextual leadership theory in which the context is defined by the type of supply chain, effective or responsive. While both transformational and servant leadership are viewed as positive, even normative, forms of leadership, we have found that the efficacy of each type of leadership can be influenced by the context in which they operate and especially in supply chain environments.
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Xie, Lei. "The impact of servant leadership and transformational leadership on learning organization: a comparative analysis." Leadership & Organization Development Journal 41, no. 2 (April 4, 2020): 220–36. http://dx.doi.org/10.1108/lodj-04-2019-0148.
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PurposeLeadership has a powerful influence on learning and development in today's organizations. Various types of leadership have been found to be conducive to building a learning organization. This empirical study compared the effect of transformational and servant leadership on a learning organization (an organization that constantly transforms itself using learning and development techniques) in the context of Chinese small- and medium-sized enterprises (SMEs).Design/methodology/approachFour proposed hypotheses were tested using structural equation modeling.FindingsThe results show that servant leadership has no significant relationship to learning organization, whereas transformational leadership is a strong predictor.Originality/valueThis research compares two different leadership styles and presents theoretical and practical implications for scholars and practitioners. In particular, this study advances our understanding of how and which leadership style relates to learning organization by examining a structural model with three latent variables: servant leadership, transformational leadership, and learning organization.
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Ying, Ma, Naveed Ahmad Faraz, Fawad Ahmed, and Ali Raza. "How Does Servant Leadership Foster Employees’ Voluntary Green Behavior? A Sequential Mediation Model." International Journal of Environmental Research and Public Health 17, no. 5 (March 10, 2020): 1792. http://dx.doi.org/10.3390/ijerph17051792.
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Employees’ voluntary green behavior (EVGB) is indispensable in realizing organizations’ environmental sustainability objectives. Leaders can act as catalysts to shape the behavior of their employees. On EVGB, noticeably the missing link is investigating the influence of servant leadership and the mechanism through which it operates. Building upon self-determination and psychological empowerment theories, this research examined the impact of servant leadership on EVGB through the simple and sequential mediation of psychological empowerment and autonomous motivation for the environment (AME). Through systematic sampling, dyadic data were collected from 315 pairs of subordinates and supervisors working in the power sector organizations of Pakistan. Results were obtained by employing the partial least squares structural modeling (PLS-SEM) technique with Smart-PLS 3.2.8 software. Findings revealed that psychological empowerment and AME simply and sequentially mediate the influence of servant leadership on EVGB. Implications for theory and organizational practitioners are offered, accompanied by suggestions for future research.
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Lee, Young Kwan, and Cheon Deok Hee. "A Study on the Leadership Style and the Organizational Performance in Korea and USA." International Journal of Business and Management 11, no. 7 (June 21, 2016): 42. http://dx.doi.org/10.5539/ijbm.v11n7p42.
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<p>This study aimed to suggest ways Korea’s top-class hotels can improve their global competitiveness, using as a model the developmental process of hotel leadership in the US. We conducted an expert opinion survey on hotel leaders in Korea and the US and explored the differences between their perceptions of emotional leadership and servant leadership and ways to improve organizational performance. We also conducted a quantitative study involving employees of Korea's top-class hotels to investigate the effect of emotional and servant leadership styles on job satisfaction, innovative behavior, and customer orientation. The results suggest that, to improve job satisfaction, respect for values and support for growth under servant leadership should be focused on and that innovative behavior is encouraged by respect for values and the formation of community under servant leadership. To enhance customer orientation, respect for values and support for growth should be focused on. Finally, job satisfaction and innovative behavior contribute directly to improving customer orientation.</p>
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Peng, J. C., Jia-Jing Jien, and Julian Lin. "Antecedents and consequences of psychological contract breach." Journal of Managerial Psychology 31, no. 8 (November 14, 2016): 1312–26. http://dx.doi.org/10.1108/jmp-10-2015-0383.
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Purpose The purpose of this paper is to investigate store-level servant leadership and the procedural justice climate (PJC) as key antecedents for employee-perceived psychological contract breach (PCB) and explores the mediating roles of PCB in the relationships among servant leadership, the PJC and deviant employee behavior. Design/methodology/approach Survey data were collected from 301 employees at 94 stores of a restaurant chain in Taiwan. The model and hypotheses were tested using hierarchical linear modeling. Findings The results support the moderated mediation model, showing that the indirect effects of servant leadership and PJC on deviant employee behavior through PCB were stronger for employees with an external locus of causality attribution than for those with an internal locus. Research limitations/implications The study relied on cross-sectional survey design, therefore the authors cannot infer causality. Practical implications The results will help organizations and managers understand that supervisor servant leadership has suppressive effects on deviant employee behavior through the intermediary mechanism of negative psychological perception (i.e. the perception of a PCB). Originality/value The primary purpose of this study is to examine the influences of store-level servant leadership and the PJC on employee deviance and to examine the mediating role played by PCB. The findings suggest a significantly negative relationship.
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Opoku, Mavis Agyemang, Suk Bong Choi, and Seung-Wan Kang. "Servant Leadership and Innovative Behaviour: An Empirical Analysis of Ghana’s Manufacturing Sector." Sustainability 11, no. 22 (November 8, 2019): 6273. http://dx.doi.org/10.3390/su11226273.
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In the competitive global market, innovation is vital to a firm’s longevity. To this end, organisations seek new and alternative ways to motivate employee innovation. This study examines the role of servant leadership as an antecedent to innovation. Drawing on the social identity model, this study examines the effect of servant leadership, team-member exchange (TMX) and perceived insider status on employee innovative behaviour. Primary data were collected from six manufacturing companies in Ghana. Using a sample of 213 employees and their immediate supervisors, a confirmatory factor analysis was conducted to test the discriminant validity of our measurement model. Hierarchical multiple regression was then used to determine direct and interaction effects, followed by bootstrapping tests to identify mediation and moderated mediation effects. The results showed that servant leadership and TMX are significantly related to perceived insider status. The bootstrapping indirect test and Sobel test demonstrated that perceived insider status mediates the relationship between servant leadership and innovative work behaviour. Moreover, the mediated relationship is only significant when TMX is low. This study empirically validated servant leadership as an antecedent to employee innovative behaviour. The findings demonstrated that perceived insider status is a mediating mechanism in this relationship, with TMX as its boundary condition.