Serving first for the benefit of others: preliminary evidence for a hierarchical conceptualization of servant leadership

Abstract

In this paper, we examine servant leadership as a promising leadership style for today's dynamic sales environments. Conceptual and empirical literature points to servant leadership's strong potential in facilitating benefits to salespeople and the organization. Yet that same literature evidences a problematic lack of consensus regarding components that distinctly reflect servant leadership. Existing conceptualizations include dimensions like humility and providing direction, which clearly overlap with various other leadership styles. In this paper, we first consider unique distinctives of servant leadership. We then propose an extension of the augmentation hypothesis from the transactional and transformational leadership literature. Specifically, we posit that servant leadership distinctives are hierarchically built on transformational characteristics, which themselves are built on transactional characteristics. Using secondary data from a sample of professional salespeople, we apply Guttman scaling and show this hierarchical conceptualization to be empirically tenable. We demonstrate that sales leadership at higher levels on the hierarchy produces incremental gains in salesperson satisfaction, salesperson performance, organizational citizenship behaviors, and corporate social responsibility. We confirm our findings in a validation sample and demonstrate an additional relationship with customer-directed extra-role behaviors. Our results imply that sales organizations can reap enhanced multi-faceted benefits through higher levels of servant leadership.