When Servant Leaders Inspire Followers to Become Organizational Citizens? Empirical Evidence From Vietnam

Thao, Nguyen Phan Hanh; Kang, Seung‐Wan

doi:10.1177/2158244019900184

Cited by 22 publications

(30 citation statements)

References 65 publications

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“…There is much emphasis on transcending one's self-interest towards followers' interest (Sendjaya et al, 2008;Graham, 1991) through creating a ubiquitous social context which will have a positive effect on employee's attitude (Walumbwa et al, 2010). Servant leaders want the followers to be organizational citizens (Thao and Kang, 2020) through which they can foster followers' OCB (Elche et al, 2020;Newman et al, 2017;Stone et al,2004;Russell, 2001;Podsakoff et al, 2000;Greenleaf, 1997;Smith et al,1983).…”

Section: Servant Leadership and Followers' Organizational Citizenship Behaviourmentioning

confidence: 99%

The relation of servant leadership with followers' organizational citizenship behaviour (OCB): mediating role of generalized self-efficacy (GSE) and organization–based self-esteem (OBSE)

Bantha

Sahni

2021

ICT

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Purpose This study aims to understand the relationship between servant leadership (SL) and followers’ organizational citizenship behaviour (OCB) along with the mediational role of generalized self-efficacy (GSE) and organization-based self-esteem (OBSE) on the relationship. Design/methodology/approach A review of literature on leadership has been carried out to formulate a conceptual model that has focussed on the relationship between SL and followers’ OCB. The paper has also drawn the role of GSE and OBSE with relation to SL and followers’ OCB. Findings The literature has highlighted the importance of SL in promoting followers’ OCB, GSE and OBSE, and the positive relation of GSE and OBSE with followers’ OCB is also demonstrated. Research limitations/implications This is a conceptual work that has drawn from secondary material. A further empirical examination can help validate the ideas that have been proposed here. Practical implications This paper has highlighted the role of SL in organizations. It has also provided ample scope for practitioners to rethink about their current leadership style/approach and to plan their approach in such a way that can facilitate followers’ OCB, GSE and OBSE, which may result in organizational productivity and sustainability. Originality/value This paper has tried to connect two mediators, i.e. GSE and OBSE with SL in the Indian context that has been studied differently concerning different contexts, and that may add a new dimension to the discourse on SL.

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Section: Servant Leadership and Followers' Organizational Citizenship Behaviourmentioning

confidence: 99%

The relation of servant leadership with followers' organizational citizenship behaviour (OCB): mediating role of generalized self-efficacy (GSE) and organization–based self-esteem (OBSE)

Bantha

Sahni

2021

ICT

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“…He bases this conclusion upon values such as those that Hofstede [16] and House et al [17] identified in global leadership and OCB effectiveness. More recently, Thao and Kang [18] indirectly investigated the moderating effect of self-efficacy in SL on OCB through the dyadic interaction of leader and follower. On the basis of previous studies, it is proposed that an employee's self-efficacy is an important psychological mechanism determining the relationship between SL and OCB.…”

Section: Introductionmentioning

confidence: 99%

Servant Leadership: Impact on Organizational Citizenship Behavior and Knowledge Sharing Behavior

Shafi¹,

Rabbani²,

Alam³

et al. 2020

Journal of Southwest Jiaotong University

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This study aims to investigate the effect of servant leadership on organizational citizenship behavior and knowledge-sharing behavior. It further explores servant leadership for its potential mediation of work engagement and moderation of self-efficacy in organizational citizenship behavior and knowledge-sharing behavior. Time-lagged data was collected from 264 respondents from Pakistan’s banking sector via convenience sampling. The relationships between servant leadership and organizational citizenship behavior, servant leadership and knowledge-sharing behavior were analyzed through partial least squares structural equation modeling. The results of this analysis reveals that the effect of servant leadership on organizational citizenship behavior and knowledge-sharing behavior is significant in that work engagement acts as a mediator, and follower’s self-efficacy plays the role of moderator. Based upon social exchange theory, the study supports that servant leadership increases citizenship and knowledge-sharing behavior. In addition, the study provides an understanding of how servant leadership mediates work engagement for pragmatic synergetic outcomes in a Pakistani context. The study’s implications and limitations are also discussed, and suggestions for future research are noted.

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“…In a narrower sense, the notion of serving in SL refers primarily to serving the leader's subordinates (cf. Hunter et al, 2013;Thao and Kang, 2020). Thao and Kang (2020, p. 2) write that servant leaders are "known for their unconditional support of their followers, listening to followers' needs and interests, providing opportunities for followers to take the initiative, participating in the decision-making process, demonstrating an ethical presence, and encouraging followers to contribute to society.…”

Section: Ethics and The Servant Leadership Philosophymentioning

confidence: 99%

Whom to serve? Exploring the moral dimension of servant leadership: answers from operation Valkyrie

Langhof

Gueldenberg

2021

JMH

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Purpose The article aims at examining the ethical limits and risks of servant leadership. During the Second World War, the German army officer Colonel Claus von Stauffenberg is a loyal servant to his nation and homeland. But when he learns about the Nazis’ mass murders and crimes, he begins to have doubts about whom he should serve. Being confronted with numerous moral dilemmas, he finally decides to join a resistance group. Of course, Stauffenberg's situation as colonel and leader was an extreme case. Time and again, however, managers and leaders are faced with similar dilemmas. Indeed, the current COVID-19-crisis shows that even today’s leaders are repeatedly faced with almost insoluble dilemmas. The recent literature about ethics and leadership suggests a philosophy which is almost portrayed as a panacea to any ethical issues: servant leadership (SL). This study, however, questions the commonly held view that SL is always ethical. The purpose of our historical case study is twofold. First, this study explores the ethical challenges Stauffenberg (and other officers) faced and how they dealt with them. Second, this study elaborates on what responses (if any) SL would provide to these challenges. Design/methodology/approach The applied method is a historical case study, in which the authors draw on a plethora of secondary literature, including books, reports, and articles. Findings By analyzing the historical case of “Operation Valkyrie,” this study elaborated and identified risks and limitations of SL and pointed out ways to address these risks. In particular, SL poses risks in the case of a too narrow understanding of the term “service.” Originality/value While other leadership styles, e.g. transformational leadership or charismatic leadership, have been extensively studied with regard to ethical risks, in the case of SL possible risks and limitations are still largely unexplored.

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When Servant Leaders Inspire Followers to Become Organizational Citizens? Empirical Evidence From Vietnam

Cited by 22 publications

References 65 publications

The relation of servant leadership with followers' organizational citizenship behaviour (OCB): mediating role of generalized self-efficacy (GSE) and organization–based self-esteem (OBSE)

The relation of servant leadership with followers' organizational citizenship behaviour (OCB): mediating role of generalized self-efficacy (GSE) and organization–based self-esteem (OBSE)

Servant Leadership: Impact on Organizational Citizenship Behavior and Knowledge Sharing Behavior

Whom to serve? Exploring the moral dimension of servant leadership: answers from operation Valkyrie

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