Leader Purposefulness within Servant Leadership: Examining the Effect of Servant Leadership, Leader Follower-Focus, Leader Goal-Orientation, and Leader Purposefulness in a Large U.S. Healthcare Organization

Abstract

Abstract:As the study of servant leadership expands beyond theoretical exploration, empirical research continues to validate the positive effect of servant leadership behaviors and attitudes on diverse follower and organizational measures. This study expands the conversation by engaging the theme of leader purposefulness within servant leadership studies. A sample of over 1700 employees from a large U.S. healthcare organization provided responses to five research instruments. Follower perspectives on servant leadership, leader follower-focus, leader goal-orientation, and leader purposefulness were assessed using the Purpose in Leadership Inventory and each of these independent variables were analyzed for hypothesized positive relationships with four dependent variables: follower job satisfaction, follower organizational commitment, follower person-organization fit, and follower perception of leadership effectiveness. Each of the 16 hypothesized relationships were supported at a statistically significant level (<0.001) with positive correlations ranging from 0.40 to 0.88. Regression analyses were conducted to provide predictive modeling and indicators of the relative importance of each independent variable on the related dependent variables.

Servant leadership and affective commitment: the role of psychological ownership and person–organization fit

“…Further, it has been argued that leadership is value-driven (Leroy et al , 2018). Therefore, this study examines the role of SL as an antecedent to P-O fit, which has received limited support in the literature (Irving and Berndt, 2017), as most of the available literature focuses on outcomes rather than antecedents of P-O fit (Park, 2018). A focus on P-O fit adds to the mediation literature in determining attitudinal outcomes (VanMeter et al , 2016; Winston and Fields, 2015).…”

“…A focus on P-O fit adds to the mediation literature in determining attitudinal outcomes (VanMeter et al , 2016; Winston and Fields, 2015). Finally, the study contributes to the literature by investigating a non-Western context to assess the effect of SL on individual work outcomes in other cultures (Eva et al , 2019; Irving and Berndt, 2017).…”

Leaders and Managers Styles towards Employee Centricity: A Study of Hospitality Industry in United Arab Emirates

“…The satisfaction for commitment and the purpose driven generates from the interest of the leaders (Newman, et al, 2015). It is a step in balancing needs of both leaders and followers where working together is aimed in fulfilling organizational goals (Irving & Berndt, 2017). Global measures of servant leadership (Newman, et al, 2015) have also proven the passion driven by satisfaction had come around as a fulfillment over the leaders' personal goals.…”

“…Global measures of servant leadership (Newman, et al, 2015) have also proven the passion driven by satisfaction had come around as a fulfillment over the leaders' personal goals. Thus Transformational constituted in the same topic centered through subordinates' needs (Irving & Berndt, 2017;Fiaz, et al, 2017;Shek, et al, 2015).…”

Beyond Leadership

“…At the centre of their products or innovation is the purpose: why are we innovating (Craig & Snook, 2014). Leader Purposefulness is positively and significantly related with leadership effectiveness, r (1711) = 0.75, p < 0.001 (Irving & Berndt, 2017). According to Kempster, Jackson, & Conroy (2011), purpose is essential for human progress, no leader changed the world without one.…”