Purpose The purpose of this paper is to establish a conceptual link between the research domains of social entrepreneurship and servant leadership by exploring the proposition that social entrepreneurs may have specific leadership attributes that allow classifying them as servant leaders. Design/methodology/approach Five servant leadership attributes were identified based on the literature review: altruism, humility, integrity, trust in others and empathy. In an exploratory study, these attributes were examined in a sample of 78 Russian entrepreneurs. Findings Survey results indicate that social entrepreneurs indeed differ from traditional ones in four of the perceived servant leadership attributes: altruism, integrity, trust in others and empathy. However, no differences in humility between social and traditional entrepreneurs were found. Research limitations/implications The limitations of this study are the sample size and the sampling technique used (targeted and snowball sampling). Another limitation is the nature of the instrument used: servant leadership attributes were measured through a self-assessment questionnaire, making it susceptible to a social desirability bias. The study contributes toward setting a future research agenda for the further studies of both social entrepreneurship and servant leadership. Originality/value This paper introduces a conceptual connection between social entrepreneurship and servant leadership. No such study had been reported prior to this research.

Purpose: Drawing on social exchange theory (SET), this study explores the mediating role of quiescent silence as a link between organizational stressors and turnover intentions among Russian frontline employees (FLEs). Furthermore, we aim to investigate whether coworker support moderates the relationship between quiescent silence and turnover intentions. Research Methods: The study is a cross-sectional survey administered among a sample of 235 FLEs employed in Russian healthcare organizations. We analyzed the data with SmartPLS version 3.0. Findings: The results reveal that ethical conflict and abusive supervision are significantly related to quiescent silence. Quiescent silence mediates the relationship between abusive supervision, ethical conflict, and employee turnover intentions. Managerial Implications: There is a need to provide employees with opportunities to voice their opinions. However, what is crucial is the assurance of employee privacy while motivating them to voice opinions. Managers should be more proactive in diagnosing silence. Originality: This is the first study to explore the mediating role of quiescent silence on the relationship between organizational stressors and employee turnover intentions in a unique Russian healthcare context. The moderating role of coworker support to buffer the relationship between quiescent silence and turnover intentions is unique to this study.

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The paper examines the current state of Russia’s entrepreneurial institutional environment built on W.R. Scott’s concept of a three-dimentinal institutional environment (regulatory, normative, and cognitive). The study aims to evaluate the perception of these three dimensions by three groups of respondents: entrepreneurs, non-entrepreneurs and those with entrepreneurial intentions, including the assessment of value profiles of these groups using Schwartz’s value inventory. The results of the study support the assumption that the three groups of respondents have different perceptions of institutional environment, and also suggest that value priorities differ depending on individuals’ entrepreneurial activity or intentions. Specifically, for current or former entrepreneurs self-sufficiency is of much higher value than security.