Abstract
Orientation: Many organisations have abandoned their bureaucratic leadership approaches to follow contemporary leadership models such as servant leadership (SL) with the aim to inspire their people to give their best. Personal leadership (PL) is perceived as the fundamental domain of leadership that influences all other facets of leadership. Research purpose: To explore PL as an antecedent of SL amongst bank managers in South Africa. Motivation for the study: Previous researchers called for research on the antecedents of SL, and on the concept of PL to be extended to organisational leaders leading themselves. Research approach/design and methods: A quantitative research approach was adopted. Primary data was collected from 230 South African bank managers. Exploratory factor analysis, Pearson Product-Moment Correlation analysis and Multiple Regression analysis were employed to test the relationship between PL and SL and its associated dimensions. Main findings: The results indicated that PL has a significant positive effect on SL and four of its associated dimensions, namely emotional healing, wisdom, persuasive mapping and organisational stewardship. Thus, it is concluded that SL behaviours can be cultivated by investing in PL behaviours of organisational leaders. Practical/managerial implications: Leadership training and development interventions focusing on strengthening SL behaviour must take into consideration personal and professional behaviours and their influence on SL behaviours. Contribution/value-add: The study provides a local validation of PL and SL measures within the banking sector in South Africa.
Highlights
OrientationThe nature of leadership is evolving in today’s highly flexible organisations
The present study found that personal leadership (PL) has a predictive role as an antecedent of servant leadership (SL) and its dimensions
This study fulfilled a call by previous scholars to determine the antecedents of SL (Beck, 2014; Flynn et al, 2016; Liu et al, 2015), and to focus on PL of leaders leading themselves as compared to employees leading themselves as it was commonly done (Cunha et al, 2017; Dierendonck, 2011)
Summary
OrientationThe nature of leadership is evolving in today’s highly flexible organisations. It is not surprising that the concept of personal leadership (PL), which entails the process of leading a person’s behaviour to work highly effectively and efficiently, has motivated a considerable level of interest during the past two decades from both scholars and practitioners (Houghton, Dawley, & DiLiello, 2012). Personal leadership with its emphasis on becoming a highly effective person could address problems encountered by organisations (Malmir & Azizzadeh, 2013). It is perceived as the fundamental domain of leadership that influences all other facets of leadership. Scholars argue that lasting and positive interpersonal and professional relationships and influences are embedded and contingent at the level of personal excellence achieved (Verrier & Smith, 2005)
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