Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization
Despite widespread adoption of servant leadership, we are only beginning to understand its true utility across multiple organizational levels. Our purpose was to test the relationship between personality, servant leadership, and critical follower and organizational outcomes. Using a social influence...
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| Published in | The Leadership quarterly Vol. 24; no. 2; pp. 316 - 331 |
|---|---|
| Main Authors | , , , , , |
| Format | Journal Article |
| Language | English |
| Published |
Oxford
Elsevier Inc
01.04.2013
Elsevier Science Ltd |
| Subjects | |
| Online Access | Get full text |
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| Abstract | Despite widespread adoption of servant leadership, we are only beginning to understand its true utility across multiple organizational levels. Our purpose was to test the relationship between personality, servant leadership, and critical follower and organizational outcomes. Using a social influence framework, we proposed that leader agreeableness and extraversion affect follower perceptions of servant leadership. In turn, servant leaders ignite a cycle of service by role-modeling servant behavior that is then mirrored through coworker helping behavior and high-quality customer service, as well as reciprocated through decreased withdrawal. Using a multilevel, multi-source model, we surveyed 224 stores of a U.S. retail organization, including 425 followers, 110 store managers, and 40 regional managers. Leader agreeableness was positively and extraversion was negatively related to servant leadership, which was associated with decreased follower turnover intentions and disengagement. At the group-level, service climate mediated the effects of servant leadership on follower turnover intentions, helping and sales behavior. |
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| AbstractList | Despite widespread adoption of servant leadership, we are only beginning to understand its true utility across multiple organizational levels. Our purpose was to test the relationship between personality, servant leadership, and critical follower and organizational outcomes. Using a social influence framework, we proposed that leader agreeableness and extraversion affect follower perceptions of servant leadership. In turn, servant leaders ignite a cycle of service by role-modeling servant behavior that is then mirrored through coworker helping behavior and high-quality customer service, as well as reciprocated through decreased withdrawal. Using a multilevel, multi-source model, we surveyed 224 stores of a U.S. retail organization, including 425 followers, 110 store managers, and 40 regional managers. Leader agreeableness was positively and extraversion was negatively related to servant leadership, which was associated with decreased follower turnover intentions and disengagement. At the group-level, service climate mediated the effects of servant leadership on follower turnover intentions, helping and sales behavior. [Copyright Elsevier Inc.] Despite widespread adoption of servant leadership, we are only beginning to understand its true utility across multiple organizational levels. Our purpose was to test the relationship between personality, servant leadership, and critical follower and organizational outcomes. Using a social influence framework, we proposed that leader agreeableness and extraversion affect follower perceptions of servant leadership. In turn, servant leaders ignite a cycle of service by role-modeling servant behavior that is then mirrored through coworker helping behavior and high-quality customer service, as well as reciprocated through decreased withdrawal. Using a multilevel, multi-source model, we surveyed 224 stores of a U.S. retail organization, including 425 followers, 110 store managers, and 40 regional managers. Leader agreeableness was positively and extraversion was negatively related to servant leadership, which was associated with decreased follower turnover intentions and disengagement. At the group-level, service climate mediated the effects of servant leadership on follower turnover intentions, helping and sales behavior. [PUBLICATION ABSTRACT] Despite widespread adoption of servant leadership, we are only beginning to understand its true utility across multiple organizational levels. Our purpose was to test the relationship between personality, servant leadership, and critical follower and organizational outcomes. Using a social influence framework, we proposed that leader agreeableness and extraversion affect follower perceptions of servant leadership. In turn, servant leaders ignite a cycle of service by role-modeling servant behavior that is then mirrored through coworker helping behavior and high-quality customer service, as well as reciprocated through decreased withdrawal. Using a multilevel, multi-source model, we surveyed 224 stores of a U.S. retail organization, including 425 followers, 110 store managers, and 40 regional managers. Leader agreeableness was positively and extraversion was negatively related to servant leadership, which was associated with decreased follower turnover intentions and disengagement. At the group-level, service climate mediated the effects of servant leadership on follower turnover intentions, helping and sales behavior. |
| Author | Witt, L.A. Perry, Sara Jansen Hunter, Emily M. Penney, Lisa M. Weinberger, Evan Neubert, Mitchell J. |
| Author_xml | – sequence: 1 givenname: Emily M. surname: Hunter fullname: Hunter, Emily M. email: Emily_M_Hunter@baylor.edu organization: Baylor University, Hankamer School of Business, Department of Management and Entrepreneurship, One Bear Place #98006, Waco, TX 76798-8006, USA – sequence: 2 givenname: Mitchell J. surname: Neubert fullname: Neubert, Mitchell J. organization: Baylor University, Hankamer School of Business, Department of Management and Entrepreneurship, One Bear Place #98006, Waco, TX 76798-8006, USA – sequence: 3 givenname: Sara Jansen surname: Perry fullname: Perry, Sara Jansen organization: University of Houston-Downtown, USA – sequence: 4 givenname: L.A. surname: Witt fullname: Witt, L.A. organization: University of Houston, USA – sequence: 5 givenname: Lisa M. surname: Penney fullname: Penney, Lisa M. organization: University of Houston, USA – sequence: 6 givenname: Evan surname: Weinberger fullname: Weinberger, Evan organization: University of Houston, USA |
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| Issue | 2 |
| Keywords | Turnover intentions Servant leadership Personality Helping behavior Service climate |
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| PublicationTitle | The Leadership quarterly |
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| Publisher | Elsevier Inc Elsevier Science Ltd |
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fullname: Lytle |
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| SubjectTerms | Consumers Employee turnover Helping Behavior Leadership Organizational behavior Perceptions Personality Personality traits Retail stores Servant leadership Service climate Social Influence Studies Turnover intentions |
| Title | Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization |
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