How to Foster Servant Leadership: The Interplay of Leaders' Moral Identity and Job Autonomy (WITHDRAWN)

Abstract

This study adds to servant leadership literature by identifying dispositional and situational precursors of servant leadership and its effects on follower outcomes. We hypothesized the interaction of leaders' moral identity symbolization (MIS, i.e., leaders' public self-definition in moral terms) and leaders' perceived job autonomy to predict followers' perceptions of servant leadership and, in turn, their contextual performance and job satisfaction. 36 leaders and their 115 followers participated in a field study. Even though MIS was not directly related to servant leadership, however, there was an association when job autonomy was high, as indicated by hierarchical linear modeling. Thus, leaders translated their moral traits into servant leadership behaviors when experiencing high job autonomy. In a further step, the interaction of MIS and high job autonomy related to followers' contextual performance and job satisfaction showing that leaders' traits can eventuate positive follower outcomes through servant leadership. Implications for leaders' selection and job design are drawn.