A servant leader and their stakeholders: When does organizational structure enhance a leader's influence?

Neubert, Mitchell J.; Hunter, Emily M.; Tolentino, Remy C.

doi:10.1016/j.leaqua.2016.05.005

Cited by 167 publications

(139 citation statements)

References 99 publications

(185 reference statements)

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“…This involved collecting measures of SL at a different time to the criterion variables. Specifically, many studies included a time lag after measuring SL and measured the criterion variable several weeks or months afterwards (Neubert et al, 2016). As shown in Table 2, the moderation analysis demonstrates that the relationship between SL and individual-level performance is larger when both variables were measured at the same time.…”

Section: Methodological Moderatorsmentioning

confidence: 99%

“…Thirdly, while many existing studies demonstrate the association between SL and follower outcomes (see Eva et al, 2018), the strength of the effects reported varies greatly, with some reporting relatively strong correlations (Ling, Lin, & Wu, 2016), and others suggesting far weaker relationships (Neubert, Hunter, & Tolentino, 2016), limiting our understanding of SL. Relatedly, there have been recent calls for future research to more clearly establish the boundary conditions of SL (Donia, Raja, Panaccio, & Wang, 2016;Liden, Panaccio, Meuser, Hu, & Wayne, 2014), particularly through the lens of alternative theoretical perspectives that go beyond those typically applied, namely socialbased theories (Eva et al, 2018).…”

mentioning

confidence: 99%

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Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Lee

Lyubovnikova

Tian

et al. 2019

J Occupat & Organ Psyc

246

228

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Research suggests that when leaders, as servant leaders, focus on their followers’ needs, this can have a positive effect on organizational functioning. Yet results are inconsistent in establishing the strength of the relationships, limiting understanding of the theoretical impact and practical reach of the servant leadership (SL) construct. Using a quantitative meta‐analysis based on 130 independent studies, the current research provides evidence that SL has incremental predictive validity over transformational, authentic, and ethical leadership. Further, the link between SL and a range of individual‐ and team‐level behavioural outcomes can be partially explained by trust in the leader, procedural justice, and leader–member exchange. The paper also explores moderators to better establish SL's criterion‐related validity and to clarify the magnitude of effects across boundary conditions, such as research design, national culture, and industry. Practitioner points Servant leadership has predictive validity over other leadership approaches, and therefore, organizations would benefit by developing their current leaders into SLs. Organizations should aim to select SLs into influential positions: Training programmes and selection profiles and processes would need to be aligned and developed to capture attitudes and behaviours associated with SL inside and outside the organization. Servant leaderships should seek to create a culture that positively promotes the development of trust, fairness, and high‐quality leader–follower relationships, as these conditions collectively enable the effects of SL to be transmitted onto desirable follower outcomes.

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Section: Methodological Moderatorsmentioning

confidence: 99%

mentioning

confidence: 99%

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Lee

Lyubovnikova

Tian

et al. 2019

J Occupat & Organ Psyc

246

228

View full text Add to dashboard Cite

show abstract

“…Previous studies of social organization have tended to focus on formal leaders and formal organizational structures (Cole, Bruch, & Shamir, 2009;Neubert, Hunter, & Tolentino, 2016;Walter & Bruch, 2010). The current study explores the effect of informal social structure on leadership potential among individuals who are not in formal leadership positions.…”

Section: Informal Structure As a Moderatormentioning

confidence: 99%

Contextual moderators for leadership potential based on trait activation theory

Luria

Kahana

Goldenberg³

et al. 2019

J Organ Behavior

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Summary This study tested the moderating role of group properties in the relationship between two prototypical leadership attributes (cognitive ability and adjustment) and leadership potential. Building on trait activation theory, we investigated one organizational cue (degree of centralization in the informal social structure) and one social cue (average level of the relevant attribute among other group members) and posited that the two prototypical leadership attributes would more likely be activated (leading to leadership potential) in more centralized groups and in groups where others have lower levels of the studied attribute. We tested 874 combat soldiers undergoing basic training in 71 teams. In a time‐lagged design, we measured general cognitive ability and adjustment before conscription and then used regression analyses to calculate the group informal social structure and leadership potential several months after conscription. As predicted, the relationships of both adjustment and cognitive ability with leadership potential were moderated by group informal structure, with stronger relationships in groups with more centralized structures. Other group members' cognitive ability moderated the relationship between cognitive ability and leadership potential (stronger relationships in groups with lower mean of others' cognitive ability), but other group members' adjustment did not moderate the relationship between adjustment and leadership potential.

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“…Good organizational structures act as moderators for improving the influence that leaders have about the behavior, performance, and work of their subordinates, in search of the satisfaction of the client [81]. Different authors have defined the concept of organizational structure.…”

Section: Organizational Structuresmentioning

confidence: 99%

Conceptual Framework for the Strategic Management: A Literature Review—Descriptive

Fuertes

Alfaro

Vargas

et al. 2020

Journal of Engineering

169

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The objective of this work is to review the literature of the main concepts that lead to determining the strategic approach, creation of strategies, organizational structures, strategy formulation, and strategic evaluation as a guide for the organizational management, taking into account the effects produced by the different types of strategies on the performance of organizations. In this article, the systemic literature review method was used to synthesize the result of multiple investigations and scientific literature. The process of reading and analysis of the literature was carried out through digital search engines with keywords in areas related to the strategic management. This research reveals the lack of scientific literature containing important theoretical concepts that serve the strategists as a guide in the creation, formulation, and evaluation of strategies. This review contributes to the existing literature by examining the impact of the strategic management on the organizational performance.

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A servant leader and their stakeholders: When does organizational structure enhance a leader's influence?

Cited by 167 publications

References 99 publications

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation

Contextual moderators for leadership potential based on trait activation theory

Conceptual Framework for the Strategic Management: A Literature Review—Descriptive

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