The "Double-edged Sword" Effect of Service-oriented Leadership on Employee Role Pressure

Abstract

service-oriented leadership is a key issue in the study of many leadership styles, but previous studies mainly focused on its positive impact on employees, teams and organizations, while ignoring its negative impact to a large extent. In order to solve this problem, this study mainly discusses the influence of service-oriented leadership on role stress, its influence on role stress through two intermediary variables of organizational support and perceived obligation, as well as the regulatory role of leadership trust. This study takes 202 employees as the subjects of the questionnaire, and the results show that there is no significant influence between service-oriented leadership and role stress. The reason is that the negative intermediary effect of organizational support between service-oriented leadership and role stress is offset by the positive intermediary role of perceived obligation between service-oriented leadership and role stress. Leadership trust negatively regulates the relationship between service-oriented leadership and role stress, but does not significantly regulate the relationship between service-oriented leadership and organizational support and perceived obligations. This study expands the research on the negative benefits of service-oriented leadership and enlightens managers on how to reduce the role pressure of employees.