Examining the Impact of Servant Leadership on Salesperson’s Turnover Intention

Jaramillo, Fernando; Grisaffe, Douglas B.; Chonko, Lawrence B.; Roberts, James A.

doi:10.2753/pss0885-3134290404

Cited by 174 publications

(146 citation statements)

References 72 publications

Supporting

Mentioning

133

Contrasting

Unclassified

Order By: Relevance

“…One example of this is in Jaramillo et al [54] . In their study, the researchers found a positive relationship between servant leadership and person-organization fit (0.66).…”

Section: Hypotheses Related To Person-organization Fitmentioning

confidence: 99%

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

Irving

Berndt²

2017

Administrative Sciences

View full text Add to dashboard Cite

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.

show abstract

“…One example of this is in Jaramillo et al [54] . In their study, the researchers found a positive relationship between servant leadership and person-organization fit (0.66).…”

Section: Hypotheses Related To Person-organization Fitmentioning

confidence: 99%

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

Irving

Berndt²

2017

Administrative Sciences

View full text Add to dashboard Cite

show abstract

“…Finally, convergent validity was also analyzed. In previous studies carried out with other measures, SL has been observed to be positively related to positive attitudes of followers as job satisfaction (Jaramillo, Grisaffe, Chonko, & Roberts, 2009;West, Bocarnea, & Maranon, 2009) and organizational commitment (Jaramillo et al, 2009;West et al, 2009). For this reason, we expect that a worker whose leader is closer to a servant leader behavior shows higher levels of organizational identification (hypothesis 5).…”

Section: Why a Servant Leader?mentioning

confidence: 99%

“…For this reason, we expect that a worker whose leader is closer to a servant leader behavior shows higher levels of organizational identification (hypothesis 5). Furthermore, in the relationship of SL with the perceived organizational context, job stress has been shown as negatively related to SL (Jaramillo et al, 2009) while role clarity was positively related to SL (West et al, 2009). Therefore, we also expect role stress (both role conflict and role ambiguity dimensions) to be negatively related to SL (hypothesis 6).…”

Section: Why a Servant Leader?mentioning

confidence: 99%

Leading People Positively: Cross-Cultural Validation of the Servant Leadership Survey (SLS)

et al. 2014

View full text Add to dashboard Cite

Esta es la versión de autor del artículo publicado en: This is an author produced version of a paper published in: El acceso a la versión del editor puede requerir la suscripción del recurso Access to the published version may require subscription Spanish Journal of PsychologyThe current way of organizing and working together in organizations is undergoing continual change.Organizations face challenges and difficulties to which they must adapt in order to be competitive, particularly when facing the current recession, new technology improvements, merges and differences that come with a global market, and changes in both customer and employee needs and values (Rodríguez-Carvajal, Moreno-Jiménez, de Rivas-Hermosilla, Álvarez-Bejarano, & Sanz-Vergel, 2010). At the same time, there is an increasing demand for a more ethical peoplecentered management (van Dierendonck, 2011), a management that can combine the constant demand for efficiency and efficacy with a moral focus. Within this context, leadership has been pinpointed as a key factor to achieving committed workers as well as prosperous organizations (Luthans, 2002;van Dierendonck, 2011). In this line, servant leadership (SL) may play an important contribution in achieving those goals. At this respect, SL has been proposed as a leadership style specifically focused on people and their development (Greenleaf, 1977). Greenleaf described a servant leader as follows: "The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead." (Spears, 1998, p. 1). Therefore, a servant leader is one who is mainly concerned about his followers (Greenleaf, 1977). In contrast to other leadership theories as for example transformational leadership, inspiring leadership or Level 5 leadership, SL makes explicit the moral and social concerns and it sets first followers´ needs even over organizational goals (Hunter et al., 2013, van Dierendonck, 2011. In its application, this leadership has been observed to be related to effective performance, organizational citizenship behavior, job satisfaction, commitment and the appearance of organizational trust climate, among others (e.g. Hunter et al., 2013; van Dierendonck, 2010, for a review).Based on its value, the global context brings also the challenge of studying SL within a cross-cultural setting so that attention for possible culture differences should be brought to the front (Mooij & Hofstede, 2010 Abstract. Servant Leadership emphasizes employee's development and growth within a context of moral and social concern. Nowadays, this management change towards workers´ wellbeing is highlighted as an important issue. The aims of this paper are to adapt to Spanish speakers the Servant Leadership Survey (SLS) by van Dierendonck and Nuijten (2011), and to analyze its factorial validity through confirmatory factor analysis and measurement invariance in three countries. A sample of 638 working people from three Spanish-speaking countries (Spain, Argentina and Me...

show abstract

“…Serve with no expectation of reward (Wong and Page, 2003;Jaramillo et al, 2009) 33. Conceptual skills (Spears, 1996;Starratt, 2004;Ehrhart, 2004;Waterman, 2011) …”

Section: Determining the Measurement Itemsmentioning

confidence: 99%

Promoting Leadership Effectiveness in Organizations: A Case Study on the Involved Factors of Servant Leadership

Shekari

Nikooparvar

2012

IJBA

View full text Add to dashboard Cite

The world is crying out for ethical and effective leadership that serves others, invests in their development and fulfills a shared vision. Among the many leadership styles (i.e., authoritarian, benevolent dictatorship, participatory, etc.) the one that best represents the ideals embodied in the human factor is servant-leadership. Servant-leadership incorporates the ideals of empowerment, total quality, team building, and participatory management, and the service ethic into a leadership philosophy. This model of leadership emphasizes increased service to others; a holistic approach to work; promoting a sense of community; and the sharing of power in decision making. Servant-leaders must be value-and character-driven people who are performance and process oriented. The aim of this paper is determining the drivers of servant leadership in order to put servanthood behaviors activities into practice among leaders. So at first we developed literature on servant leadership. Then Thirty-three measurement items were developed on the basis of opinions from leaders and the literature. Then Data collection occurred via a questionnaire. To validate the measurement scales for servant leadership, we performed a factor analysis. The results show that a six-factor measurement model (including emotional dimension, commitment to community, egalitarianism, altruism, managerial skills and human skills) fits the data acceptably. All of the measurement items significantly loaded on the constructs on which they were hypothesized to load. These results gave us confidence that the measures are indeed valid and reliable.

show abstract

Examining the Impact of Servant Leadership on Salesperson’s Turnover Intention

Cited by 174 publications

References 72 publications

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

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

Leading People Positively: Cross-Cultural Validation of the Servant Leadership Survey (SLS)

Promoting Leadership Effectiveness in Organizations: A Case Study on the Involved Factors of Servant Leadership

Contact Info

Product

Resources

About