SLBS-6: Validation of a Short Form of the Servant Leadership Behavior Scale

Sendjaya, Sen; Eva, Nathan; Butar, Ivan Destian Butar; Robin, Mulyadi; Castles, Samantha

doi:10.1007/s10551-017-3594-3

Cited by 116 publications

(125 citation statements)

References 64 publications

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“…They also identified positive relationships between servant leadership and in-role performance, organizational commitment, and community citizenship behaviors. Sendjaya et al (2019) provided support for a sixitem parsimonious scale. Recently, van Dierendonck et al (2017) introduced an 18-item scale showing cross-cultural factorial stability.…”

Section: Servant Leadershipmentioning

confidence: 86%

Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust

et al. 2020

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Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms’ sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of subordinates and their supervisors. The results from hierarchical linear model (HLM) for clustered data showed that servant leadership strongly predicted affective trust, organizational citizenship behaviors (OCBs), and task performance of subordinates; affective trust fully mediated servant leadership’s effect on task performance while partially mediates servant leadership’s effect on subordinates’ OCB. In contrast, cognitive trust did not mediate servant leadership’s effect on either OCB or task performance. These findings reveal the relevance of affective trust as the underlying mechanism which mediates and deciphers servant leadership into positive individual performance.

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Section: Servant Leadershipmentioning

confidence: 86%

Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust

et al. 2020

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“…Finally, while we have focused on ethical leadership in this research, it would be interesting to consider other leadership styles. There are several moral values‐based leadership styles (e.g., servant leadership—Sendjaya, Eva, Butar‐Butar, Robin, & Castles, ) and these could be controlled for in future research to see if ethical leadership has predictive power above and beyond other leadership styles with a moral component. Additionally, when considering UPB, an improved understanding may be gained by considering the organisational context within which ethical decision processes occur.…”

Section: Discussionmentioning

confidence: 99%

Ethical Leadership and Unethical Pro‐Organisational Behaviour: The Mediating Mechanism of Reflective Moral Attentiveness

et al. 2019

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This study examines the mediating effects of reflective moral attentiveness on the relationship between ethical leadership and subordinates’ unethical pro‐organisational behaviour (UPB). Based on two‐wave survey data obtained from 233 employees in 60 teams from Chinese government agencies, we found that ethical leadership was positively related to reflective moral attentiveness. In addition, we found that reflective moral attentiveness mediated the relationship between ethical leadership and UPB, such that ethical leadership negatively influenced subordinates’ unethical pro‐organisational behaviour through enhancing reflective moral attentiveness.

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“…The employee-focused and moral dimensions of servant leadership raise important questions regarding its independence from other positive followerfocused leadership types, such as transformational, authentic, and ethical leadership which have, to date, been the focus of voice research (e.g., Detert & Burris, 2007;Hsiung, 2012;Walumbwa & Schaubroeck, 2009). Yet empirical work consistently confirms this independence, with research suggesting that servant leadership may explain between 5% and 28% more variance in a broad range of work outcomes, including organisational citizenship behaviour (Hoch et al, 2016), than these other leadership types (Sendjaya et al, 2017;Hoch, Bommer, Dulebohn, & Wu, 2016). It is servant leadership's unique focus on serving follower needs that is its defining quality (Chiniara & Bentein, 2016;Liden et al, 2014), and which makes salient research that explores its impact on other untested follower prosocial work behaviours, such as promotive and prohibitive voice.…”

Section: Servant Leadership and Employee Promotive And Prohibitive Voicementioning

confidence: 95%

Servant leadership and follower voice: the roles of follower felt responsibility for constructive change and avoidance-approach motivation

Arain

Hameed

Crawshaw

2019

European Journal of Work and Organizational Psychology

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Our study contributes to research exploring the differential antecedents of employee promotive and prohibitive voice. We first examined the mediating role of employee felt responsibility for constructive change (FRCC) in the positive relationship between servant leadership and their prohibitive and promotive voice. We then tested the differential moderating effects of employee dispositional avoidance-approach orientation, where the indirect effect of servant leadership on prohibitive voice is weakened for the high avoidance-motivated, and the indirect effect of servant leadership on promotive voice is weakened for the high approach-motivated. To test our hypotheses, multi-source data were collected from 231 supervisor-supervisee dyads working in a range of companies and sectors in the Kingdom of Saudi Arabia. As predicted, employee FRCC mediates the positive relationship between servant leadership and prohibitive voice and these indirect effects are significantly weaker for the high avoidance-motivated. We did not observe the predicted weakening effects of high approach-motivation on the indirect relationship between servant leadership and promotive voice. It seems servant leaders may be less influential for those avoidance-motivated individuals already predisposed to enact prohibitive forms of voice, such as voicing concerns about harmful organisational processes and practices. Implications for social exchange and role theories, and managerial practice, are discussed.

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SLBS-6: Validation of a Short Form of the Servant Leadership Behavior Scale

Cited by 116 publications

References 64 publications

Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust

Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust

Ethical Leadership and Unethical Pro‐Organisational Behaviour: The Mediating Mechanism of Reflective Moral Attentiveness

Servant leadership and follower voice: the roles of follower felt responsibility for constructive change and avoidance-approach motivation

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