Indirect Effect Of Servant Leadership Research Articles

The relationship between servant leadership and cyberloafing: an investigation of meaningful work versus citizenship pressure

ABSTRACT Cyberloafing is a form of counterproductive work behaviour (CWB), that is increasingly prominent yet easily concealed. This organizational phenomenon poses numerous detrimental effects on organizations, underscoring the importance of understanding the factors that can mitigate employee cyberloafing. Drawing on social exchange theory (SET) and social information processing theory (SIP), this study proposes an integrated model that explores the double-edged sword effect of servant leadership on cyberloafing. We hypothesize that servant leadership may increase meaningful work or citizenship pressure, thereby discouraging or facilitating cyberloafing. Meanwhile, we investigate the moderating effect of regulatory focus (promotion focus and prevention focus). Data were collected from 375 Chinese employees in three waves, with a two-week interval between each wave. The results showed that servant leadership enhanced meaningful work, resulting in a disincentive to cyberloafing. Conversely, servant leadership intensified citizenship pressure, leading to an increase in cyberloafing. The negative indirect effect of servant leadership on cyberloafing via meaningful work was moderated by promotion focus. Specifically, this indirect effect was more pronounced when the promotion focus was higher. Our research offers crucial insights for preventing employee cyberloafing in organizations.

Servant leadership, workplace well‐being and employee creativity: The roles of psychological availability and experienced creative time pressure

To better understand the effect of workplace well‐being on employee creativity, we examine the effect of servant leadership on employee creativity. Using the social exchange and conservation of resources theories, we constructed a research model to identify how servant leadership affects employee creativity and to investigate its mechanism and boundary conditions. Using data collected from employees and their supervisors, we adapted the hierarchical regression analysis and bootstrapping approach to test our research model. The results showed that servant leadership positively affected workplace well‐being, which enhances employee creativity. Psychological availability moderated the relationship between workplace well‐being and employee creativity. We also found that the indirect effect of servant leadership on employee creativity via workplace well‐being was significant when the employees had a high level of psychological availability. Moreover, the results indicated that experienced creative time pressure was negatively related to employee creativity and negatively moderated the link between workplace well‐being and employee creativity. The indirect effect of servant leadership on employee creativity was significant when the employees had a low level of experienced creative time pressure. The results of this study provide important theoretical and practical implications for servant leadership and employee creativity.

The relationship between servant leadership and nurses' in-role performance: The sequential mediating effects of job autonomy and emotional exhaustion.

Drawing on the conservation of resources theory, this study examines the underlying process through which servant leadership is associated with nurses' in-role performance. Specifically, we test the indirect effect of servant leadership on in-role performance via a sequential mediating mechanism of job autonomy and emotional exhaustion. A time-lagged design was implemented using data gathered from two-wave online surveys (1 week apart) of registered nurses from Jiangsu Province, China. Between September 2022 and February 2023, we used Wenjuanxing and Credma, which are two powerful and user-friendly data collection platforms, to distribute online surveys to potential participants. We received a total of 220 usable responses and employed the PROCESS Model 4 and Model 6 to assess our proposed hypotheses. Our proposed model was supported. Servant leadership has a positive indirect effect on nurses' in-role performance through job autonomy and emotional exhaustion. Job autonomy has a negative effect on emotional exhaustion. Additionally, job autonomy mediates the negative relationship between servant leadership and emotional exhaustion. The present research extends existing nursing studies by unravelling the complex mechanisms underlying the relationship between servant leadership and nurses' in-role performance. Our study also identifies the underlying mechanism of how servant leadership mitigates emotional exhaustion by supporting nurses' job autonomy. The sequential mediation results provide us with a more fine-grained understanding of the relationship between servant leadership and nurses' in-role performance. It further promotes job autonomy and decreases emotional exhaustion, which supports the UN Sustainable Development Goal #3 (Good Health and Well-being). This study addresses the UN Sustainable Development Goal #3: 'To ensure healthy lives and promote well-being for all at all ages' and the healthcare providers will benefit from our study. Therefore, the study contributes to a more sustainable organization and society.

Double-edged sword effect of servant leadership on employee creativity: Mediation–moderation analysis

Drawing on social information processing theory (SIPT), this study examines the mediating role of creative self-efficacy and follower dependency on the relationship between servant leadership and employee creativity, focusing on task uncertainty moderation. Data was collected from 338 employees in Chinese manufacturing companies (females = 62.1%, 21–40 years old = 91.1%, bachelor’s degree or above = 86.1%). The employees completed two waves of surveys two weeks apart. Findings from a structural equation model indicate that higher servant leadership was associated with higher employee creativity through creative self-efficacy. However, high servant leadership was associated with low employee creativity through follower dependency. Creative self-efficacy mediation between servant leadership and employee creativity was stronger than follower dependency. Task uncertainty strengthened the indirect effect of servant leadership on employee creativity via creative self-efficacy and follower dependency. From these findings, it appears that servant leadership has a double-edged sword effect on employee creativity.

The Effect of Servant Leadership on Employee Performance as Mediated by Leader-Member Exchange and Organizational Citizenship Behavior

This study aimed to determine the role of leader-member exchanges and organizational citizenship behavior as mediating variables in the relationship between servant leadership and employee performance. Data were analyzed using Structural Equation Modeling (SEM). The results of this study demonstrated that servant leadership, leadermember exchange and organizational citizenship behavior had positive and significant effects on employee performance. Also, servant leadership positively and significantly affected leader-member exchange. Additionally, servant leadership had a positive and significant effect on organizational citizenship behavior. The indirect impact of servant leadership on employee performance through leader-member exchange was significant. Lastly, the indirect effect of servant leadership on employee performance through organizational citizenship behavior was significant.
 Keywords: Servant Leadership, Leader Member Exchange, Organizational Citizenship Behavior, Employee performance, PT. Bank Artha Graha Internasional Tbk.

Crisis-induced HR practices and employee resilience during COVID-19: evidence from hotels

ABSTRACT One of the wretch effects of the COVID-19 pandemic was the laying off of millions of employees in the hotel industry due to travel restrictions and lockdowns. Such a scenario prompted star hotels to implement crisis-induced HR practices (CHRP) to run their hotels effectively. Our article exploits and investigates a model that recommends that psychological well-being (PWB) indirectly influences the CHRP-employee resilience (ER) relationship, the conditional indirect effect of servant leadership (SEL). Data were collected from 265 star-rated hotel employees in Accra and Kumasi, Ghana, who are the full-time frontline. The hypothesized linkages were assessed through PROCESS analysis. We find a significant indirect effect of CHRP on ER via PWB. Moreover, the conditional indirect effect of CHRP on ER via PWB is high at higher and mediums levels of SEL. Theoretical and practical implications are discussed further.

Servant Leadership and Perceived Organizational Support for Lecturer Loyalty Through Empowerment

The purpose of this study is to determine whether empowerment can mediate the effects of servant leadership and perceived organization on employee loyalty. This study uses a quantitative approach that consists of two exogenous variables, such as servant leadership and perceived organization, one endogenous variable, namely employee loyalty, and one intervening variable, which is employee empowerment. The data used is primary data obtained directly from respondents, including as many as 143 members of the FPMPI Kopertais 4 association. The research instrument used a Likert scale of 1–5, while the data analysis used SEM diagram analysis, which was processed using Amos Structural Equation Modelling. The results of the study show that servant leadership, perceived organization, and empowerment have a significant effect on employee loyalty directly, while the indirect effect of servant leadership and perceived organization on employee loyalty through employee empowerment has a significant influence. These results indicate that empowerment is able to mediate exogenous and endogenous variables.

The Impact of Servant Leadership and Technology Acceptance Model on Lecturer Performance through Proactive Behavior

This study aims to prove the influence of servant leadership and technology acceptance models on proactive behavior and lecturer performance. It proves the indirect influence of servant leadership and technology acceptance models on lecturer performance through proactive behavior. This research is a new model that places proactive behavior as an intervening variable between servant leadership and technology acceptance models as independent variables, with lecturer performance as the dependent variable. The method used is a survey method using a research questionnaire instrument. The analysis used structural equation modeling with the help of SmartPLS Software. The analysis was conducted to determine the direct effect of servant leadership and technology acceptance models on proactive behavior, including testing the direct effect of proactive behavior on lecturer performance. An analysis was also carried to determine the indirect effect of servant leadership and technology acceptance models on lecturer performance through proactive behavior. This study proves that the technology acceptance model has a positive effect on proactive behavior. Proactive behavior has a positive effect on lecturer performance. The technology acceptance model influences lecturer performance through proactive behavior. Meanwhile, servant leadership does not affect proactive behavior. Servant leadership has no effect on lecturer performance through proactive behavior. If a university wants to improve lecturer performance, the strategic action that can be taken is to increase the proactive behavior of lecturers, as well as maximize the use of the technology acceptance model. Keywords: servant leadership, technology acceptance model, proactive behavior, lecturer performance. https://doi.org/10.55463/issn.1674-2974.50.3.16

Outcomes of servant leadership among flight attendants: test of parallel and serial multiple mediating effects

PurposeThis paper aims to examine the parallel and serial multiple mediating effects of job insecurity (JIS) and occupational self-efficacy (OSE) in the association between servant leadership and work engagement (WENG).Design/methodology/approachData collected from 296 flight attendants in Korea were tapped to assess the study hypotheses. The linkages were tested via structural equation modeling. The phantom variable was used to estimate the parallel and serial indirect impacts of JIS and OSE.FindingsServant leadership fosters OSE and WENG, while it alleviates JIS. Both JIS and OSE parallelly mediate the effect of servant leadership on WENG. Contrary to what has been hypothesized, the findings lend no credence to the serial multiple mediating impact.Practical implicationsManagement should pay utmost attention to the promotion of employees to supervisory positions based on “stringent selection and hiring of people.” Flight attendants high on WENG should have job security. This is important because such employees exhibit good performance at work. Management should also organize training programs that would enhance flight attendants’ OSE.Originality/valueThis paper contributes to the relevant knowledge base by relating servant leadership to flight attendants’ WENG through JIS and OSE. Because of the number of rising disengaged service workers across the globe, this study also gauges the factors influencing flight attendants’ WENG and reports whether servant leadership, JIS and OSE influence their WENG at the same time. Unlike the preponderance of the empirical pieces, this study contributes to the literature by assessing the indirect effect of servant leadership on WENG via JIS and OSE as the parallel and serial multiple mediators using the phantom variable.

How and When Servant Leadership Influences Employee Knowledge Sharing

This research examines how and when servant leadership influences employee knowledge sharing. We develop a moderated mediation model and test it by conducting two studies, a survey with a sample of 187 non-Chinese employees working in European branches of Chinese multinational enterprises and a scenario experiment with 171 individuals working in the United Kingdom. The results suggest that (1) voice behavior mediates the positive relationship between servant leadership and individual knowledge sharing, (2) organizational justice positively moderates the relationship between servant leadership and voice behavior, (3) the indirect effect of servant leadership on knowledge sharing via voice behavior is stronger for employees with higher levels of individualism. In addition, we didn’t find support for the role of individualism as a moderator for the influence of servant leadership on voice behavior and work engagement. The theoretical and practical implications, limitations, and directions for future research are discussed.

How Classy Servant Leader at Workplace? Linking Servant Leadership and Task Performance During the COVID-19 Crisis: A Moderation and Mediation Approach.

The COVID-19 pandemic has caused a record global crisis, particularly and extremely, for the service sectors. Due to extensive security measures, many service sector employees have to work remotely to maintain services. Drawing upon the conservation of resources theory, this research investigates the impact of servant leadership on the task performance of employees in virtual working environments during the COVID-19 crisis. Our theoretical model was tested using data collected from 335 individual employees in the education sector of Pakistan. SPSS version 26.0 was applied to find the hypothesized relationship between the study variables. To find the indirect mediating effect, we applied Model 4; for moderation, we applied Model 1; and for the moderation and mediation effect, we applied Model 7 of the Process Macro model of Hayes. The results of the study revealed that servant leadership is positively related to task performance in a virtual environment during crises. Furthermore, psychological empowerment partially mediates the relationship between servant leadership and task performance. Perceived supervisor support positively moderates the relationship between servant leadership and task performance. Moreover, the indirect effect of servant leadership on task performance via psychological empowerment is moderated by perceived supervisor support. The results provided guidance to the educational sector on how to lead effectively in times of crisis when service sector employees work predominantly in virtual environments. The theoretical and practical implications of these findings are discussed.

Servant Leadership as Impetus for Teachers' Organisational Citizenship and In-role Behaviours: The Mediation of Felt Obligation

Based on the premises of social exchange theory, this study examined servant leadership as an impetus for teachers’ organisational citizenship and in-role behaviours through the mediation of felt obligation. Although several studies have been conducted to investigate the relationship between servant leadership and employees’ performance behaviours, it is unclear why servant leadership would significantly induces employees’ performance behaviours. Data were collected from the teachers working in franchise schools. This study collected primary data using a 5-point Likert survey questionnaire (N=201), ranging from strongly disagree to strongly agree. A random sampling technique was applied. Results showed that servant leadership is positively associated with teachers’ organisational citizenship behaviour and in-role behaviour. The effect of servant leadership was more on organisational citizenship than in-role behaviour. Further, felt obligation was found as a bridge thatmediates the relationship between servant leadership and both behaviours. However, like the total effect, the indirect effect of servant leadership was found more on organisational citizenship than in-role behaviour. Overall, based on the social exchange theory, this study offers a mechanism that how the principals of the schools, following the premises of servant leadership theory, induce the teachers through a sense of felt obligation to reciprocate by displaying positive work behaviours.

How and when servant leadership promotes service innovation: A moderated mediation model

Based on social learning theory, the current study examined how and when servant leadership could promote employee service innovative behavior (SIB) in the hospitality setting. Survey data collected from 1021 service employees and their 229 direct supervisors at 54 hotels showed that servant leadership was positively related to employee SIB, and employee customer orientation mediated such effect. Results also showed that employee age moderated the effect of servant leadership on customer orientation, as well as the indirect effect of servant leadership on SIB via customer orientation, such that these effects were stronger for younger employees. Theoretical and practical implications are discussed.

Servant leadership and mistreatment at the workplace: mediation of trust and moderation of ethical climate

PurposeWith a foundation in social exchange theory, this study examines the relationship between servant leadership and three types of workplace mistreatment – bullying, incivility and ostracism – while also considering a mediating role of trust in the leader and a moderating role of the ethical climate.Design/methodology/approachThree time-lagged sets of data (N = 431) were collected among employees working in various sectors.FindingsServant leadership relates significantly to trust in the leader, as well as to workplace bullying, incivility and ostracism. In turn, trust in the leader mediates the relationship between servant leadership and all three types of workplace mistreatment. The results also indicate the presence of moderated mediation, in that the indirect effect of servant leadership on workplace mistreatment is moderated by the ethical climate.Originality/valueThis study adds to extant research by examining the mediating mechanism of trust in leaders with servant leadership and workplace mistreatment, along with interactive effects of ethical climate.

Stronger Together: Conditional Indirect Effect of Servant Leadership on Transactive Memory Systems

The leadership literature suggests that followers are likely to be autonomously motivated when working for servant leaders, leading them to experience greater psychological empowerment. Guided by self-determination theory, we predicted that this empowerment would then heighten individuals’ perceptions of their teams’ transactive memory systems. When subordinates perceive that discrimination is occurring in their workgroup, however, we expected that the empowerment—transactive memory systems link would be weakened. This moderated mediation model was tested at multiple timepoints using 211 employees from a variety of industries and job types. The results generally supported our predictions, and the implications for theory and practice are discussed.

Relationship of Servant Leadership and Organizational Citizenship Behavior with Mediation of Psychological Empowerment

Purpose: The purpose was to investigate the relationship between servant leadership and teachers' organizational citizenship behavior with mediating role of psychological empowerment. Research Methods: This study was an applied and correlation research method based on structural equation modeling. 281 teachers of Zahedan city were studied by stratified random sampling method. To collect information, three questionnaires were used: servant leadership (Gholipur et al., 2009), organizational citizenship behavior (Podsakoff & MacKenzie, 1990) and psychological empowerment (Spreitzer, 1995). For data analysis the Pearson correlation coefficient and structural equation modeling were used. Findings: The amount of correlation coefficient of servant leadership with psychological empowerment (r=0.616, p<0.01), servant leadership with organizational citizenship behavior (r=0.667, p<0.01), and psychological empowerment with organizational citizenship behavior (r=0.724, p<0.01) was significant. The direct effect of servant leadership on organizational citizenship behavior (β=0.27, t=3.96), direct effect of servant leadership on psychological empowerment (β=0.71, t=9.72), and direct effect of psychological empowerment on organizational citizenship behavior (β=0.67, t=8.03) was significant. The indirect effect of servant leadership on organizational citizenship behavior was also significant with the mediator role of psychological empowerment (β=0.475). Implications for Research and Practice: Therefore, it can be concluded that servant leadership has a positive and significant relationship, directly and indirectly, through the psychological empowerment mediation variable with the organizational citizenship behavior.

The effect of servant leadership on ad hoc schoolteachers’ affective commitment and psychological well-being: The mediating role of psychological capital

Progress on the fourth United Nations Sustainable Development Goal (SDG 4), which strives to “ensure inclusive and equitable quality education”, can only be made with teachers whose levels of job satisfaction and dedication to teaching are high. The authors of this article conducted a survey among ad hoc teachers (also referred to as para teachers) in rural India. The purpose of their study was to find out the extent to which being led by principals who practised a management style termed servant leadership positively impacted respondents’ affective commitment and psychological well-being. A servant leader seeks to serve by developing the followers’ selfhood in various relational, ethical, emotional and spiritual contexts. This has the effect of encouraging the followers to become the best version of themselves. Data collection involved the completion of a questionnaire by a sample of 1,120 (840 female, 280 male) para teachers from 17 non-formal community learning centres and 10 schools in the Indian state of Jharkhand. The results of the survey revealed that there is an indirect effect of servant leadership on affective commitment and psychological well-being through a set of three elements, hope, efficacy and resilience, which together amount to a para teacher’s personal resource of psychological capital. Relying on the findings of their research, the authors suggest that it will be beneficial for Jharkhand’s Department of Education to implement interventional teacher training programmes which nurture servant leadership among school principals and educational officers and thereby foster psychological capital among para teachers.

Reaching the Head Through the Heart: Servant Leadership, Decision- Making, and Financial Performance

Like other forms of moral leadership, research on servant leadership tends to lean on attitudinal and motivational outcomes, and raises questions as to whether a focus on morality and others is compatible with financial organizational sustainability. To examine these issues, we integrate theory on servant leadership with motivated information processing theory via their mutual reliance on the idea of other-orientation. We hypothesize that servant leadership grows follower other-orientation, which in turn impacts the framing and depth of information processing – cognitive reflection – used by followers in making decisions. We further propose that this enhanced cognitive reflection would result in greater individual contributions to the organization’s financial performance. We test this model using objective cognitive reflection scores and financial data provided by our partner organization, examining a sample of 286 project managers. We find support for our theory in a serially mediated indirect effect of servant leadership on individual financial performance, acting through other-orientation (the heart) and cognitive reflection (the head). The implications of these findings for servant leadership and motivated information processing theory are discussed.

How Servant Leadership Motivates Innovative Behavior: A Moderated Mediation Model.

Drawing on social identity theory, this study examines the effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs of perceived insider status and organization-based self-esteem, and the moderating effect of leader–member exchange (LMX). This moderated mediation model was tested with two waves of data from 269 university teachers in China. Results reveal that the self-concept constructs mediate the relationship between servant leadership and university teachers’ innovative behavior. Moreover, LMX strengthens the relationship between servant leadership and the self-concept constructs, as well as the indirect effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs. Findings suggest that servant leadership is related to increased innovative behavior due to its positive influence on the self-concept of university teachers and it highlights the importance of developing a favorable supervisor–subordinate relationship.

The indirect effect of servant leadership on employee attitudes through diversity climate in selected South African organisations

Orientation: Organisations are continuously diversifying their workforces and require information on how to benefit from positive diversity-related outputs. Servant leadership might provide a solution to improve diversity-related outputs. Literature proposes that servant leadership, diversity climate and employee outputs are related; yet, literature is silent on how these observations would operate in a transitional environment where organisations are intentionally attempting to correct inherited workforce imbalances.Research purpose: The study examined indirect effects of diversity climate on the relationship between servant leadership and employee attitudes.Motivation for the study: Examinations of the indirect effects of diversity climate are limited.Method: A quantitative approach with cross-sectional design collected 230 responses from a convenience sample. Respondents completed assessments for servant leadership, diversity climate, organisational commitment, job satisfaction and intention to quit. Statistical analysis included descriptive statistics, correlational analysis and three independent mediation models.Main findings: Servant leadership and diversity climate are positively associated with organisational commitment, job satisfaction, and non-intention to quit. Servant leadership demonstrated a direct effect on diversity climate, organisational commitment, job satisfaction and non-intention to quit. Diversity climate had a positive impact on organisational commitment. Servant leadership demonstrated an indirect effect on organisational commitment via diversity climate.Practical implications: The improvement of organisational commitment cannot only rely on servant leadership; a conducive diversity climate is also required.Contribution and value-added: The examination contributes towards limited diversity climate research with evidence of the indirect capacity of diversity climate.