Abstract
Draw on social learning theory and job crafting research, we examine how and when servant leadership can affect team performance. A two-wave and multi-source survey was conducted with 101 teams (comprised 486 employees and 101 team leaders) in a manufacturing company in China. The results showed that servant leadership was positively related to approach-oriented relational job crafting, and servant leadership was positively related to team performance via increased team approach-oriented relational job crafting and increased work engagement serially. Further, high team work intensification was shown to strengthen the positive effect of servant leadership and team relational job crafting. Theoretical and practical implications are also discussed.
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