The effect of servant leadership on employees' extra‐role behaviors in NPOs: The role of work engagement

Building on the social exchange theory and the rule of reciprocity, this study examines the effect of servant leadership on employees' extra‐role behaviors (innovative work behavior, organizational citizenship behavior, and creativity) in the nonprofit organizations (NPOs) context. In this mode...

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Published inNonprofit management & leadership Vol. 33; no. 1; pp. 109 - 129
Main Authors Aboramadan, Mohammed, Hamid, Zeeshan, Kundi, Yasir Mansoor, El Hamalawi, Eissa
Format Journal Article
LanguageEnglish
Published Hoboken, USA Wiley Periodicals, Inc 01.08.2022
Wiley Subscription Services, Inc
Subjects
Behavior
Citizenship
Creativity
innovative work behavior
Job performance
Leadership
Nonprofit organizations
NPOs
organizational citizenship behavior
Organizational citizenship behaviour
Reciprocity
Servant leadership
Social exchange theory
Supervisors
work engagement
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Abstract Building on the social exchange theory and the rule of reciprocity, this study examines the effect of servant leadership on employees' extra‐role behaviors (innovative work behavior, organizational citizenship behavior, and creativity) in the nonprofit organizations (NPOs) context. In this model, we examined work engagement as a mediator. Data were collected in two waves from 309 employees and complemented by their supervisors' evaluations. We analyzed the data using structural equation modeling and the Baron and Kenny method for mediation. The findings reveal that servant leadership exerts a positive influence on employees' extra‐role behaviors. Furthermore, work engagement plays a significant role as a mediator in the relationship between servant leadership and extra‐role behaviors. Finally, discussion, implications, and limitations are presented.
AbstractList Building on the social exchange theory and the rule of reciprocity, this study examines the effect of servant leadership on employees' extra‐role behaviors (innovative work behavior, organizational citizenship behavior, and creativity) in the nonprofit organizations (NPOs) context. In this model, we examined work engagement as a mediator. Data were collected in two waves from 309 employees and complemented by their supervisors' evaluations. We analyzed the data using structural equation modeling and the Baron and Kenny method for mediation. The findings reveal that servant leadership exerts a positive influence on employees' extra‐role behaviors. Furthermore, work engagement plays a significant role as a mediator in the relationship between servant leadership and extra‐role behaviors. Finally, discussion, implications, and limitations are presented.
Author El Hamalawi, Eissa
Aboramadan, Mohammed
Hamid, Zeeshan
Kundi, Yasir Mansoor
Author_xml – sequence: 1
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  surname: Aboramadan
  fullname: Aboramadan, Mohammed
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  organization: University of Insubria
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  givenname: Zeeshan
  surname: Hamid
  fullname: Hamid, Zeeshan
  organization: University of Innsbruck
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  givenname: Yasir Mansoor
  surname: Kundi
  fullname: Kundi, Yasir Mansoor
  organization: Institute of Business Administration (IBA) Karachi
– sequence: 4
  givenname: Eissa
  surname: El Hamalawi
  fullname: El Hamalawi, Eissa
  organization: Aix Marseille University
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Snippet Building on the social exchange theory and the rule of reciprocity, this study examines the effect of servant leadership on employees' extra‐role behaviors...
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SubjectTerms Behavior
Citizenship
Creativity
innovative work behavior
Job performance
Leadership
Nonprofit organizations
NPOs
organizational citizenship behavior
Organizational citizenship behaviour
Reciprocity
Servant leadership
Social exchange theory
Supervisors
work engagement
Title The effect of servant leadership on employees' extra‐role behaviors in NPOs: The role of work engagement
URI https://onlinelibrary.wiley.com/doi/abs/10.1002%2Fnml.21505
https://www.proquest.com/docview/2708690719
Volume 33
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