How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment and Proactive Personality

While the link between servant leadership and organizational citizenship behavior (OCB) has been established, the individual-level mechanisms underlying this relationship and its boundary conditions remain poorly understood. In this study, we investigate the salience of the mediating mechanisms of leader-member exchange (LMX) and psychological empowerment in explaining the process by which servant leaders elicit discretionary OCB among followers. We also examine the role of followers’ proactive personality in moderating the indirect effects of servant leadership on OCB through LMX and psychological empowerment. Analysis of survey data collected from 446 supervisor-subordinate dyads in a large Chinese multinational firm suggests that while servant leadership is positively related to subordinate OCB through LMX, psychological empowerment does not explain any additional variance in OCB above that accounted for by LMX. Moderated mediation tests confirm the moderating effect of proactive personality through LMX. By providing a nuanced understanding of how and when servant leadership leads followers to go above and beyond their job role, our study assists organizations in deciding how to develop and utilize servant leaders in their organizations

Pergumulan as the starter and sustainer of Servant Leadership A case of academic leadership in a private University in Indonesia

In the disruptive era, every organization is expected to cope with change. This includes the ones in the sector of higher education. Servant leadership is considered as the leadership approach that enables Higher Educational Institutions (HEIs) to deal with the inevitable changes. This research explores an academic leadership in a private university in Indonesia, which endorses servant leadership as its leadership approach. The case study involves the interview of twenty-six academic leaders who have asked to answer two fundamental questions: 1) How do they perceive the invitation to lead as an academic leader and 2) What did they do as they consider whether to take the offer to lead as an academic leader? The gathered data was processed using the Qualitative Data Analysis consisting data condensation, data display and drawing and verifying conclusion. Twenty-five academic leaders said no when they first offer and this initial refusal drives the researcher to find a term called �pergumulan� as the common theme across the interviewees. �Pergumulan� or a spiritual struggle happened during the pre-leadership journey and during the leadership journey of these academic leaders. The former suggests that �pergumulan� is spiritual, intrapersonal and interpersonal. The latter indicates that pergumulan happens when the servant leaders search their motivation and figure out the way to improve themselves while serving their followers. Lastly, during their leadership, the servant leaders are also having the �pergumulan� as they have to confront or rebuke their followers

The Servant Leadership Survey: Development and Validation of a Multidimensional Measure

Purpose: The purpose of this paper is to describe the development and validation of a multi-dimensional instrument to measure servant leadership. Design/Methodology/Approach Based on an extensive literature review and expert judgment, 99 items were formulated. In three steps, using eight samples totaling 1571 persons from The Netherlands and the UK with a diverse occupational background, a combined exploratory and confirmatory factor analysis approach was used. This was followed by an analysis of the criterion-related validity. Findings: The final result is an eight-dimensional measure of 30 items: the eight dimensions being: standing back, forgiveness, courage, empowerment, accountability, authenticity, humility, and stewardship. The internal consistency of the subscales is good. The results show that the Servant Leadership Survey (SLS) has convergent validity with other leadership measures, and also adds unique elements to the leadership field. Evidence for criterion-related validity came from studies relating the eight dimensions to well-being and performance. Implications: With this survey, a valid and reliable instrument to measure the essential elements of servant leadership has been introduced. Originality/Value The SLS is the first measure where the underlying factor structure was developed and confirmed across several field studies in two countries. It can be used in future studies to test the underlying premises of servant leadership theory. The SLS provides a clear picture of the key servant leadership qualities and shows where improvements can be made on the individual and organizational level; as such, it may also offer a valuable starting point for training and leadership development

Leadership after virtue: MacIntyre’s critique of management reconsidered

MacIntyre argues that management embodies emotivism, and thus is inherently amoral and manipulative. His claim that management is necessarily Weberian is, at best, outdated, and the notion that management aims to be neutral and value free is incorrect. However, new forms of management, and in particular the increased emphasis on leadership which emerged after MacIntyre’s critique was published, tend to support his central charge. Indeed, charismatic and transformational forms of leadership seem to embody emotivism to a greater degree than do more Weberian, bureaucratic forms of management, so MacIntyre’s central contention about our emotivistic culture seems to be well-founded. Having criticised the details but defended the essence of MacIntyre’s critique of management, this paper sketches a MacIntyrean approach to management and leadership by highlighting the affinities between MacIntyre’s political philosophy and Greenleaf’s concept of servant leadership

Group- and organisational-level contextual factors of abusive supervision

Drawing on conservation of resources theory and social exchange theory, this study seeks to extend current understanding of the antecendent of and processes by which abusive supervision climate (ASC) affects employees behaviors. We examine the role of perceived hostile climate (PHC) as an organization-level antecedent of the team-level abusive supervision climate (ASC). We also investigate how ASC in turn undermines team member attitudes and performance through individual-level emotional exhaustion and interactional justice. Analyses of multi-level, multi-phase and dual-mediation model show that ASC (as a first-stage mediator) and emotional exhaustion (as a second-stage mediator) mediate the relationship between PHC and team member’s subsequent work behaviors (i.e., constructive resistance, dysfunctional resistance and task performance). However, ASC and team member’s interactional injustice (as a second stage mediator) failed to transmit the trickle-down effects of PHC on team member attitudes and performance. This study contributes to the research by explaining the process through which ASC emerge within work teams and how the organizational-level contextual factors (such as PHC) contribute in constituting ASC. Implications for the workplace abusive supervision climate literature are discussed

Exploring servant leadership across cultures: Comparative study in Australia and Indonesia

This study extends the GLOBE study of 62 societies by investigating an emerging model of servant leadership (SL) across cultures. SL is a holistic and altruistic approach of leadership that focuses on the commitment to serve other people. Adopting Implicit Leadership Theory's (ILT) premise that people hold cognitive categories to distinguish between prototypical leaders from non-leaders, we predicted that SL would exist in Australia and Indonesia, but its practice would be moderated by culture. Our predictions were supported, SL was perceived to be culturally universal in Australia and Indonesia. However, the different attributes perceived to make up SL were not all rated as equally important. We argued that individual self-construal, socialization and national context would explain how and why culture-specific perceptions of SL exist. The implications of our study on international management practice are discussed in the concluding sectio