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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| Published in | Journal of leadership & organizational studies Vol. 23; no. 3; pp. 260 - 271 |
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| Main Authors | , , |
| Format | Journal Article |
| Language | English |
| Published |
Los Angeles, CA
SAGE Publications
01.08.2016
Sage Publications Ltd |
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| Online Access | Get full text |
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| Abstract | 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. |
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| AbstractList | 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. |
| Author | Flynn, C. Brian Smither, James W. Walker, Alan G. |
| Author_xml | – sequence: 1 givenname: C. Brian surname: Flynn fullname: Flynn, C. Brian email: brian.flynn@unf.edu – sequence: 2 givenname: James W. surname: Smither fullname: Smither, James W. – sequence: 3 givenname: Alan G. surname: Walker fullname: Walker, Alan G. |
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| Snippet | Recent developments in servant leadership theory exposed a gap in the research literature regarding traits that are important to servant leaders. Our study... |
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| SubjectTerms | Effectiveness Leader-member exchange Leadership Perceptions Self evaluation Self study Servant leadership |
| Subtitle | A Field Study |
| Title | Exploring the Relationship Between Leaders’ Core Self-Evaluations and Subordinates’ Perceptions of Servant Leadership |
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