Servant Leadership and Serving Culture: Influence on Individual and Unit Performance

Liden, Robert C.; Wayne, Sandy J.; Liao, Chenwei; Meuser, Jeremy D.

doi:10.5465/amj.2013.0034

Cited by 770 publications

(1,050 citation statements)

References 70 publications

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“…Similarly, Chatman and Cha (2003) explain culture to be a system of shared values and norms. Employees become energised when the culture appeals to their higher ideals and values (Liden, Wayne, Lioa & Meuser, 2014).…”

Section: Factors That Impact Retention Of High-potential Employeesmentioning

confidence: 99%

Retention of high-potential employees in a development finance company

Letchmiah

Thomas

2017

SA j. hum. resour. manag.

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Orientation: The loss of high-potential employees was a concern to leaders at a South African development finance company. The research question that guided the study was: How can high-potential employees be retained in the company?Research purpose: The objective of the study was to identify factors that positively impact the retention of high-potential employees in a development finance company.Motivation for the study: The organisation that comprised the unit of study had prioritised employee development to retain high-potential employees, thereby aiming to build a strong talent pipeline and a sustainable knowledge base. A prevalent concern was that there were no formal retention programmes for high-potential employees. Accordingly, organisational leaders could benefit from understanding those retention factors that may serve to retain such employees.Research design, approach and method: A qualitative methodology promoted a deeper understanding of a social problem through a case study. Eleven purposefully chosen highpotential employees provided insights into factors they considered to be important in their retention. A content analysis of the data resulted in clusters of themes that addressed the research objective.Main findings: The following factors appeared to influence the retention of high-potential employees: leadership and organisational culture, organisational purpose, developmental opportunities, meaningful work and collegiality.Practical and managerial implications: Leaders in the company should consider factors that could influence the retention of high-potential employees. Such factors should be built into formal retention strategies based on the intrinsic needs of employees; the strengths that the organisational culture provides could be leveraged in this regard.Contribution: The practical value of the study was the highlighting of the factors that can be leveraged to retain high-potential employees in a development finance company.

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Section: Factors That Impact Retention Of High-potential Employeesmentioning

confidence: 99%

Retention of high-potential employees in a development finance company

Letchmiah

Thomas

2017

SA j. hum. resour. manag.

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“…Individual who has positive emotion will allocates more vigor to solve problem in their tasks [21]. Additionally, project supervisor emotional healing can create climate that are safe for project member to voice more personal and professional new useful ideas freely according to the viewpoint proposed by Liden et al (2008) [20] and Liden et al (2014) [19]. Then, project members can receive more information from other colleagues, which can facilitate the generation of new useful ideas.…”

Section: Project Supervisor Skills and Project Members Innovative Behmentioning

confidence: 99%

“…Cognition-based trust is more objective in nature and is based on a rational and methodical process that results in a judgment that an individual is trustworthy [19]. The followers obtain support and useful knowledge from supervisor and finally solve the problem and get improvement of their performance.…”

Section: Mediating Effect Of Trust In Project Supervisormentioning

confidence: 99%

“…Supervisors should be empathetic and create an environment for subordinates to express feelings or emotions during periods of organizational difficulty [10]. Healing is similar to the need for humility, acceptance, forgiveness [18]; it is an important aspect of leadership skill [19]. Emotional healing refers to the act of showing sensitivity to others' personal concerns [19,20] and has the ability to identify when and how to promote the healing process.…”

Section: Project Supervisor Skills and Project Members Innovative Behmentioning

confidence: 99%

“…Emotional healing was conceived as sensitivity to others' personal concerns and has the capability to identify when and how to provide the healing to others [19,20]. It emphasizes on empathy and creating an environment for subordinates to express their negative emotions [10].…”

Section: Mediating Effect Of Trust In Project Supervisormentioning

confidence: 99%

See 2 more Smart Citations

How Does Project Supervisor Maintain Sustainability of Project Members? A Study from Leadership Perspective

2018

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Project members' innovative behavior is crucial to their sustainability and successful implementation of the project. This research develops a conceptual model to explore the effect of project supervisor leadership skills on member's innovative behavior. The model is examined by a sample of 437 project members in Taiwan. The results show that project supervisors' emotional healing positively influences members' innovative behavior through affect-based trust in their supervisor and supervisor conceptual skill has an inverted-U impact on members' innovative behavior through cognition-based trust in their supervisor. This paper further discusses implications of these conclusions for additional research on the association between leadership skills and innovative behavior.

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Fostering sustainable tourism in Pakistan: Exploring the influence of environmental leadership on employees' green behavior

Ashraf,

Ali,

Khan

et al. 2023

Bus Strat Dev

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This study addresses a critical gap in the theory by exploring the impact of Environmentally Specific Servant Leadership (ESSL) on Employees' Voluntary Green Behavior (EVGB) within the dynamic framework of Pakistan's tourism industry. It also advances understanding by investigating the pivotal mediating roles of Psychological Green Climate (PGC) and Green Commitment (GC) in the relationship between ESSL and EVGB. Drawing upon the principles of Self‐Determination Theory (SDT) and Social Identity theory (SIT) we designed the research framework and collected data from employees working in various firms in Pakistan's tourism sector. We employed a multistage (phase I‐convenience; phase II purposive) sampling technique to gather data from 492 employees representing various small and medium‐sized Hotels, Restaurants, and Catering firms within the hospitality and tourism sector. The collected data underwent validation and analysis using Confirmatory Factor Analysis (CFA) in SPSS AMOS and was further examined through the Andrew Hayes Process Macro model 4. The findings reveal a significant role of ESSL in fostering EVGB. Furthermore, our findings highlighted the significant mediating roles of PGC and GC in the relationship between ESSL‐EVGB. These findings underscore the potential effectiveness of promoting environmental sustainability as a means to encourage environmentally responsible behavior among individuals working in the tourism sector. The implications of our findings are particularly noteworthy for the tourism and hospitality sector. Companies in such industry can leverage ESSL as a valuable tool for inspiring green behavior in their staff, emphasizing both environmental responsibility and service to others as key drivers of environmentally friendly actions.

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Servant Leadership and Serving Culture: Influence on Individual and Unit Performance

Cited by 770 publications

References 70 publications

Retention of high-potential employees in a development finance company

Retention of high-potential employees in a development finance company

How Does Project Supervisor Maintain Sustainability of Project Members? A Study from Leadership Perspective

Fostering sustainable tourism in Pakistan: Exploring the influence of environmental leadership on employees' green behavior

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