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1 – 10 of over 9000Yan Li, Khalid Mehmood, Xiaoyuan Zhang and Corene M. Crossin
This chapter provides a multilevel perspective on the impact of leaders’ emotional display and control on subordinates’ job satisfaction.
Abstract
Purpose
This chapter provides a multilevel perspective on the impact of leaders’ emotional display and control on subordinates’ job satisfaction.
Design
This multilevel study investigates how the association of employees’ perceived immediate leaders’ servant leadership and their job satisfaction is influenced by leaders’ emotional labor. Participants in this study included 180 employees and 40 immediate leaders from 40 groups across 16 firms. To avoid of common methods of variances, multiple ratings were employed. Servant leadership of immediate team leaders and subordinates’ job satisfaction were rated by subordinates.
Findings
The results showed the positive relationship between perceived team leaders’ creating value for community (one dimension of servant leadership) and team members’ job satisfaction is strengthened by an increase in leaders’ deep-acting of emotions, but is decreased with an increase in leaders’ surface-acting and expression of naturally felt emotions.
Research Implications
This study confirms that a team leader’s emotional labor is likely to affect team members’ job satisfaction, which is also related to employees’ perceived servant leadership. Although how leaders display their emotions in organizations has a significant influence on the association between leaders’ creating value for community and subordinates’ job satisfaction, this study did not identify the explicit mechanisms to explain why this happens.
Practical Implications
These findings will enrich the practice of leaders’ emotional management in organizations.
Originality/Value
This chapter is the first to provide a perspective to understand leaders’ emotional labor from cross-level analysis. This study also extends our understandings of the effects of servant leadership and its relationships with subordinates’ job satisfaction through an exploration of each dimension of servant leadership on job satisfaction rather than relying on an overall measure servant leadership.
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Lin Xiu, Feng Lv and Dirk van Dierendonck
This paper aims to examine the influence of the interplay between servant leadership behaviors and Machiavellianism on leader effectiveness.
Abstract
Purpose
This paper aims to examine the influence of the interplay between servant leadership behaviors and Machiavellianism on leader effectiveness.
Design/methodology/approach
Drawing on trait activation theory and motivation to lead theory, the authors hypothesize that the effect of servant leadership behaviors on perceived leadership effectiveness is manifested differently in teams with high-Machiavellian vs. low-Machiavellian leaders. In teams with low-Machiavellian leaders, servant leadership behaviors are expected to be associated with a cooperative way of handling team conflicts, which enhances employees' leader effectiveness ratings. In contrast, in teams with high-Machiavellian leaders, this mediation role vanishes due to the incongruency between Machiavellian traits and the cooperative context. The authors conducted a two-wave survey-based study and tested the hypotheses with a matched supervisor-employee sample from 310 employees and their leaders in 91 teams.
Findings
The results showed that servant leadership behaviors positively impact leadership effectiveness and that this effect takes place through cooperative team conflict management (TCM) without controlling for leaders' Machiavellian trait. Further analysis shows this mediation mechanism is only strong and significant in teams led by low-Machiavellian leaders, but not high-Machiavellian leaders.
Originality/value
To the authors’ best knowledge, this is the first study that examines the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness.
研究目的
本文旨在探討僕人式領導行為與馬基雅維利主義之間的相互作用會如何影響領導效能。
研究設計/方法/理念
我們根據特質激活理論和領導動機理論、建立了一個假設,這個假設就是: 僕人式領導行為對感知的領導效能所產生並顯示出來的影響、是會視乎團隊是高/強馬基雅維利主義,還是低/弱馬基雅維利主義而有所分別的。若團隊的領導者是低/弱馬基雅維利主義的話,僕人式領導行為大概會與使用合作的方式去處理團隊衝突有相互之關聯,這會提高僱員對領導效能的評分。與此相反,若團隊的領導者是高/強馬基雅維利主義的話,這調節作用和角色將會因馬基雅維利主義的特質與合作的環境之間存在著不協調而消失。我們進行了一個兩波的、以及基於調查的研究,在這研究中,我們利用管理者和員工相應的樣本來測試各個假設;這些樣本包括91個團隊內的310名員工及其領導者。
研究結果
研究結果顯示、僕人式領導行為對領導效能會產生積極的影響,而這影響是透過以合作方式管理團隊衝突而產生的,亦沒有對領導者的馬基雅維利主義特質加以管控。我們進一步的分析顯示、這調節機制只會在由低/弱馬基雅維利主義的領導者領導的團隊內顯得強烈和顯著,但若領導者是高/強馬基雅維利主義的話,情況就不一樣了。
研究的原創性
盡我們所知,本研究為首個研究、去探討僕人式領導行為與馬基雅維利主義之間的相互作用會如何影響感知的領導效能。
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Lin Xiu, Dirk van Dierendonck and Feng Lv
Two studies are designed to address the research questions including an experimental study and a field study. The experimental study manipulated Servant Leadership (SL vs…
Abstract
Purpose
Two studies are designed to address the research questions including an experimental study and a field study. The experimental study manipulated Servant Leadership (SL vs. non-SL), leaders' Machiavellianism (H-Mach vs L-Mach), and leaders' gender (male vs. female), and measured leadership effectiveness. The second study is a survey study that collected data from employees regarding their interaction with supervisors and their perceptions of supervisors' leadership behaviors.
Design/methodology/approach
Leadership behaviors can correspond to or deviate from leaders' personality traits. This study aims to study the interplay of two seemingly opposite constructs in leadership – a power-pursuing and manipulation-oriented trait (i.e. Machiavellianism) and an other-oriented leadership style (i.e. servant leadership behaviors) by examining whether the effect of servant leadership behaviors on perceived leadership effectiveness varies across high and low levels of Machiavellian traits. Furthermore, built upon gender role congruency theory, the researchers pay particular attention to the (leader) gender's role in the paradox of Machiavellian traits and servant leadership behaviors.
Findings
Results from the two studies show that the relationship between servant leadership behaviors and followers' ratings of leaders' effectiveness varies with leaders' Machiavellian traits. More engagement in servant leadership behaviors serves as a remedy for high-Mach leaders to achieve leadership effectiveness, and this remedy effect tends to be greater for women leaders.
Originality/value
To the authors' best knowledge, this is one of the first attempts that examine the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness. The authors also contribute to the gender leadership literature by providing evidence for the contingencies of leaders' genders when employees evaluate leadership effectiveness with consideration for the dual demands for agency and communion from women leaders.
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The purpose of this paper is to scrutinise the concept of servant leadership from a business administration (management) point‐of‐view.
Abstract
Purpose
The purpose of this paper is to scrutinise the concept of servant leadership from a business administration (management) point‐of‐view.
Design/methodology/approach
A review of scholarly works on servant‐leadership is presented.
Findings
A generally accepted definition of servant‐leadership is not available. There are no generally accepted instruments for measuring servant‐leadership. It is unclear whether some leaders are servant‐leaders while others are not, and whether leaders can be servant‐leaders to different degrees. The positive effects of servant‐leadership on organisational outcomes, a consideration highly relevant to management, have not been empirically established. Some studies have shown negative effects of servant‐leadership on organisational effectiveness.
Research limitations/implications
This literature review contains no empirical data.
Practical implications
The argument that servant‐leaders should be in charge of private companies and public organisations appears to be contrary to theoretical and empirical considerations. Servant‐leaders, whose concerns are primarily focused on subordinates rather than customers (or citizens), are hardly able to attain organisational goals.
Originality/value
The paper offers critical comments on the conceptual and empirically usefulness of servant‐leadership when applied to business enterprises and public agencies.
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Sen Sendjaya and Andre Pekerti
This study sets out to examine the impact of servant leadership (SL) on followers' trust in their leaders.
Abstract
Purpose
This study sets out to examine the impact of servant leadership (SL) on followers' trust in their leaders.
Design/methodology/approach
Data from 555 employees of two educational institutions were obtained using measures of servant leadership behaviors and followers' trust in their leader.
Findings
Servant leadership is a significant predictor of trust with covenantal relationship, responsible morality and transforming influence as the key servant leadership behaviors significantly contributing to followers' trust in their leaders. Subordinates who perceived high servant leadership behavior in their leaders had significantly higher trust levels compared with those who perceived low servant leadership behavior in their leaders.
Research limitations/implications
While the relationship between leadership and trust has attracted scholarly interests for many years, the underlying process of how trust in the leader‐follower relationships is developed remains unknown. The current study addresses this gap in the literature by empirically testing the linkages between servant leadership behavior and followers' trust in their leaders.
Practical implications
The study suggested specific trust‐building behaviors in which leaders should continually engage: articulation of a shared vision, role‐modeling, demonstration of concern and respect for followers, and integrity‐infused decisions and actions.
Originality/value
The current study represents the first large‐scale attempt that empirically tests the linkages between servant leadership behavior and followers' trust in their leaders.
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Ravinder Jit, Chandra Shekhar Sharma and Mona Kawatra
The purpose of the present study was to examine the choice of conflict management strategies made by servant leaders.
Abstract
Purpose
The purpose of the present study was to examine the choice of conflict management strategies made by servant leaders.
Design/methodology/approach
The present qualitative study uses the method of narrative enquiry within the framework of interpretative phenomenological analysis (Smith et al., 2009) to capture the life experiences as lived.
Findings
The study suggests that the servant leaders manifest conflict management styles which are more persuasive, humane and participative. Their chief strategies for resolving subordinate-subordinate conflict are initial diagnosis of the situation; leader’s intervention in facilitating an amicable solution; and impartiality of the leader while effecting resolution of conflict. Diagnosis of the conflict situation, self-restraint, patience, composure and humility of the servant leader have emerged as major leadership characteristics, as well as strategies for dealing with any provocative employee behavior.
Practical implications
Insight provided by this study into alternate strategies for conflict resolution will guide the academicians, working managers and trainers to understand and practice the process of managing conflict in a more humane way.
Originality/value
Despite the presence of a few studies linking leadership style with the choice of conflict resolution strategies, an important gap till now has been the absence of leaders’ personal account of their experiences, reflections and analysis in their choice of conflict resolution strategies. This study seeks to investigate the approach of servant leaders when they handle subordinate-subordinate and superior-subordinate conflict.
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Rynetta R. Washington, Charlotte D. Sutton and Hubert S. Feild
The paper seeks to address the lack of empirical research on servant leadership by investigating relationships between servant leadership and four individual differences – values…
Abstract
Purpose
The paper seeks to address the lack of empirical research on servant leadership by investigating relationships between servant leadership and four individual differences – values of empathy, integrity, and competence and the five‐factor model's personality factor of agreeableness.
Design/methodology/approach
Dennis and Winston's servant leadership scale (a revision of Page and Wong's servant leadership instrument), Braithwaite and Law's Goal and Mode Values Inventories, Mayer and Davis' integrity scale, and Costa and McCrae's NEO Five‐Factor Inventory were used with 288 followers and 126 leaders in three organizations in order to measure relationships between followers' ratings of leaders' servant leadership, followers' ratings of leaders' values of empathy, integrity, and competence and leaders' ratings of their own agreeableness.
Findings
Followers' ratings of leaders' servant leadership were positively related to followers' ratings of leaders' values of empathy, integrity, and competence. Followers' ratings of leaders' servant leadership were also positively related to leaders' ratings of their own agreeableness.
Research limitations/implications
Common method bias is a potential limitation due to respondents' tendency toward consistency in responses.
Practical implications
Organizations embracing servant leadership may benefit from selecting leaders partly on the basis of certain personal attributes such as those investigated in the present study. Furthermore, in order to maintain a servant leadership culture and to retain leaders in a servant leadership organization, recruiters and trainers in servant leadership organizations would likely benefit from communicating accurate information about attributes valued in a servant leadership culture – e.g. attributes explored in the present research.
Originality/value
The study extends our understanding of servant leadership research by offering support for individual attributes related to the practice of servant leadership.
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John E. Barbuto and Gregory T. Gifford
This study examined the use of five servant leadership dimensions including altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship by…
Abstract
This study examined the use of five servant leadership dimensions including altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship by male and female servant leaders. Staff members (368) employed in county government offices across a Midwestern state were sampled using the Servant Leadership Questionnaire and a series of demographic questions. Results indicated males and females equally and effectively utilized both communal and agentic servant leadership dimensions. These findings contest prevailing gender role stereotypes in leadership.
Servant leaders focus on their direct reports to enable them to grow to be independent and autonomous leaders. The purpose of this paper is to understand the way personal values…
Abstract
Purpose
Servant leaders focus on their direct reports to enable them to grow to be independent and autonomous leaders. The purpose of this paper is to understand the way personal values and personality traits collectively influence this other-centered behavior. This will go a long way to unravel this unique style of leadership.
Design/methodology/approach
The study surveys managers and their direct reports. Leaders rated their personality trait and personal values, while their direct reports rated the leader’s servant leadership behaviors. Age, educational level, conscientiousness, extraversion and neuroticism of leaders were used as controls. The study also checked for endogeneity threats.
Findings
Using a sample of 81 leaders and 279 of their direct reports, the study finds that the personal value of benevolent dependability relates negatively to servant leadership behaviors. In addition, the personality traits of agreeableness and openness/intellect moderate the relationship between benevolent dependability and servant leadership behaviors.
Research limitations/implications
The findings shed important insights into what motivates servant leaders to engage in other-directed behaviors, thereby enabling future research into individual characteristics that define servant leaders.
Originality/value
Although studies have examined how values and personality traits influence leadership behaviors, no research has examined both types of individual differences in a single study. Studies examining the individual differences of servant leaders are few, and this study answers the call by Liden et al. (2014) to examine individual characteristics that are both personality based (traits) and malleable (values).
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Robert F. Russell and A. Gregory Stone
Servant leadership is an increasingly popular concept in the repertoire of leadership styles. While an intuitively attractive concept, it is systematically undefined and not yet…
Abstract
Servant leadership is an increasingly popular concept in the repertoire of leadership styles. While an intuitively attractive concept, it is systematically undefined and not yet supported by empirical research. Reviews the servant leadership literature with the intent to develop a preliminary theoretical framework. Builds a foundation for categorizing and appraising the functional and accompanying attributes of servant leaders. Once categorized, a formative, rational servant leadership attribute model is constructed. The authors call for further development of the model and empirical research to support it.
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