Servant leadership and organisational citizenship behaviour: the role of public service motivation and length of time spent with the leader

Gnankob, Robert Ipiin; Ansong, Abraham; Issau, Kassimu

doi:10.1108/ijpsm-04-2021-0108

Cited by 20 publications

(22 citation statements)

References 54 publications

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“…Furthermore, OCB can function as a mechanism that connects leadership behaviors and employee creativity, because OCB tends to be fostered through servant leadership, which leads to knowledge exchange among employees. Further evidence was documented in prior researches which showed that servant leadership positively affects OCB (Gnankob, Ansong, & Issau, 2022;Elche, Ruiz-Palomino, & Linuesa-Langreo, 2020;Tuan, 2017) and in turn, OCB leads to greater employee creativity (Xerri & Brunetto, 2013). According to the above arguments, the subsequent hypotheses are projected:…”

Section: Servant Leadershipmentioning

confidence: 81%

Direct and indirect effects of servant and ethical leadership styles on employee creativity: mediating role of organizational citizenship behavior

Hanaysha

Kumar

Inairat

et al. 2022

AGJSR

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PurposeThis research mainly aims to test the impact of two leadership styles (ethical and servant leadership) on employee creativity; and to determine whether organizational citizenship behavior (OCB) mediates the relationships between them.Design/methodology/approachThe paper relied on a quantitative research approach with a sample of 213 staff from public universities in the United Arab Emirates. In this paper, the partial least square approach (PLS-SEM) was employed in order to verify the proposed hypotheses.FindingsThe outcomes confirmed that OCB has a positive impact on employee creativity. Additionally, the findings indicated that ethical leadership positively affected OCB and employee creativity. It was also confirmed that servant leadership has a significant positive impact on OCB and employee creativity. Finally, the findings revealed that OCB fully mediates the linkages among servant and ethical leadership and employee creativity.Originality/valueThis paper acknowledges the existing gaps in the prior literature, and enables us to understand clearly about the significance of ethical as well as servant leadership in affecting employee creativity via OCB as a mediator.

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Section: Servant Leadershipmentioning

confidence: 81%

Direct and indirect effects of servant and ethical leadership styles on employee creativity: mediating role of organizational citizenship behavior

Hanaysha

Kumar

Inairat

et al. 2022

AGJSR

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“…The distinction between servant leadership and PSM is also reinforced in some recent scholarship in public sector context. For example, a few recent studies have examined PSM as an intervening variable that facilitates servant leadership to manifest as employee outcomes (Bayram & Zoubi, 2020;Gnankob et al, 2022;Nguyen et al, 2022;Schwarz et al, 2016;Shim & Park, 2019;Tuan, 2016).…”

Section: Genesis Of Servant Leadershipmentioning

confidence: 99%

Antecedents and consequences of servant leadership in local governance: Evidence from three case studies

Awasthi

Walumbwa

2022

Public Administration Review

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Although servant leadership has emerged as an important community-oriented leadership approach that is desirable for public organizations, relatively less research attention has been devoted to understanding its antecedents as well as its organizational and community-level consequences. Drawing on selfcategorization and stakeholder theories, this study investigates the antecedents and consequences of servant leadership in local government agencies using a comparative analysis of three case studies (two counties and a city). Findings highlight two frameworks of antecedents and consequences of servant leadership in local governance: (1) the underlying mechanisms-translating antecedents into servant leadership and (2) the intervening mechanisms-translating as organizational and community-level consequences of servant leadership. These findings have implications for both public sector leadership theory and practice. Theoretically, servant leadership emerges as an inclusive approach that fosters stakeholder engagement and community prosperity in local governments. Practically, the findings suggest a pathway for utilizing servant leadership as an instrument for potential selection, training, succession planning, and servant leadership development in local government managers. Evidence for practice• Antecedents such as servant identity and moral potency are vital to develop local government managers and employees as servant leaders. • Servant leadership framework for local governance consists of five dimensions:(1) empathy and concern for people, (2) behaving ethically, (3) conceptual skills, (4) creating value for the community, and (5) follower centric dimensionsputting subordinates first, empowerment, and helping subordinates grow and succeed. • Servant leaders utilize listening, communication, and negotiation to achieve organizational and community service goals in local government organizations. • Servant leadership is a community focused approach which is inclusive to the interests and concerns of both internal as well as external stakeholders in local government organizations. This results in building trust and sustainable partnerships with stakeholders and overall community well-being and prosperity.

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“…Servant leadership has been identified as an antecedent of PSM in multiple countries such as China (Liu et al, 2015(Liu et al, , 2018, Ghana (Gnankob et al, 2022), Korea (Shim and Park, 2019) and Vietnam (Tuan, 2016). Although no studies specific to servant leadership in Indian public sector has been published to the best of our knowledge, studies conducted on mixed sample consisting of both public and private sector organizations suggest high mean levels of servant leadership in India and demonstrate a positive role of servant leadership in reducing employee turnover (Kashyap and Rangnekar, 2016).…”

Section: Psm and Leadershipmentioning

confidence: 99%

“…display higher PSM for public service providers. Studies indicate a positive relationship between servant leadership and PSM in multiple countries (see Liu et al, 2015;Tuan, 2019;Gnankob et al, 2022). Servant leadership has been found to improve PSM at both group and individual levels (Shim and Park, 2019) and PSM has been found to mediate the effect of servant leadership on OCB (Gnankob et al, 2022) and knowledge sharing (Tuan, 2016).…”

Section: Formulation Of Hypothesesmentioning

confidence: 99%

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Contrasting effects of leadership styles on public service motivation: the mediating role of basic psychological needs among Indian public sector officials

Dash

Gupta

Jena

2022

IJPSM

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PurposePublic service motivation (PSM), among actual and prospective employees in the public sector, lead to positive work outcomes. However, there is limited integration of PSM with existing motivational theories, especially self-determination theory (SDT). The impact of destructive leadership styles on PSM is also understudied. The study aims to fill the gap.Design/methodology/approachThe study used a cross-sectional survey of 693 public sector officials employed in Indian Railways to test the hypotheses. PLS-SEM was used for the analysis. The study found that fulfillment of basic psychological needs (BPN) at work leads to improved PSM while BPN partially mediates the positive/negative effect of constructive/destructive leadership styles like servant/autocratic leadership on employees' PSM.FindingsAutocratic/servant leadership was negatively/positively and significantly related to PSM and to all three BPN needs. Servant leadership was found to be positively and significantly related to all three BPN needs, while the BPN needs partially mediated the relationship between servant leadership and PSM.Research limitations/implicationsThe study identifies servant leadership as a driver of PSM and suggests that managers employed in public sector establishments should be trained to be less autocratic and more attuned to subordinates' needs. The baneful impact of autocratic leadership on employee PSM is highlighted. The cross-sectional nature of study makes it susceptible to common-method bias. The sample was limited to a single country. Future longitudinal and experimental studies based on samples drawn from multiple countries can yield more robust results.Originality/valueThe study advances the integration of PSM with SDT by identifying PSM with introjected motivation. It is also the first study to link destructive leadership styles with a reduction in employees' PSM. It identifies a counterintuitive, negative relationship between competence need satisfaction and PSM in the Indian public sector.

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Servant leadership and organisational citizenship behaviour: the role of public service motivation and length of time spent with the leader

Cited by 20 publications

References 54 publications

Direct and indirect effects of servant and ethical leadership styles on employee creativity: mediating role of organizational citizenship behavior

Direct and indirect effects of servant and ethical leadership styles on employee creativity: mediating role of organizational citizenship behavior

Antecedents and consequences of servant leadership in local governance: Evidence from three case studies

Contrasting effects of leadership styles on public service motivation: the mediating role of basic psychological needs among Indian public sector officials

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