Abstract
The study of follower-centered leadership has emerged as an important leadership style with benefits for individual and team performance indicators. Using the social identity theory, the current study focuses on how and when servant leaders facilitate employees’ innovative behavior. A moderated mediation framework is employed to propose perceived insider status as the psychological mediating mechanism in the relationship between servant leadership and innovative behavior, and team-member exchange as an attenuating moderator on the indirect effect of servant leadership on employee innovative behavior. The results of this study based on a sample of 213 dyads comprising manufacturing workers and their immediate supervisors, support all of the study hypotheses. The theoretical contributions and implications, as well as the limitations and future research, are discussed.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
