Exploring the Relationship Between Leaders’ Core Self-Evaluations and Subordinates’ Perceptions of Servant Leadership A Field Study

Recent developments in servant leadership theory exposed a gap in the research literature regarding traits that are important to servant leaders. Our study partially addresses this gap by examining the trait of core self-evaluations and its relationship to servant leadership and leader effectiveness...

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Bibliographic Details
Published inJournal of leadership & organizational studies Vol. 23; no. 3; pp. 260 - 271
Main Authors Flynn, C. Brian, Smither, James W., Walker, Alan G.
Format Journal Article
LanguageEnglish
Published Los Angeles, CA SAGE Publications 01.08.2016
Sage Publications Ltd
Subjects
Effectiveness
Leader-member exchange
Leadership
Perceptions
Self evaluation
Self study
Servant leadership
leader traits
servant leadership
core self-evaluations
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Summary:Recent developments in servant leadership theory exposed a gap in the research literature regarding traits that are important to servant leaders. Our study partially addresses this gap by examining the trait of core self-evaluations and its relationship to servant leadership and leader effectiveness. The results of our study indicate that leader’s core self-evaluations are positively related to followers’ perceptions of servant leadership and leader effectiveness, and the relationship between leaders’ core self-evaluations and leader effectiveness is fully mediated by servant leadership. The results add support to current servant leadership theory by confirming the role that core self-evaluations play in servant leader emergence, and extend the research on core self-evaluations as it relates to leader performance.
ISSN:1548-0518
1939-7089
DOI:10.1177/1548051815621257