Exploring the outcomes of servant leadership under the mediating role of relational energy and the moderating role of other-focused interest

Özkan, Osman Seray; Üzüm, Burcu; Çakan, Serdar; Güzel, Mevlüdiye; Gülbahar, Yasemin

doi:10.1108/ebr-10-2022-0218

Cited by 6 publications

(2 citation statements)

References 80 publications

(187 reference statements)

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“…They demonstrate altruistic sensitivity to the difficulties, concerns, needs and interests of their followers, and interact with them in an open, fair and trustworthy manner. Leaders place particular emphasis on positive emotional communication with followers, offering them emotional support, thereby establishing a long-term, trustworthy, dyadic interaction (Schaubroeck et al, 2011 ; Özkan et al, 2023 ). The altruistic mindset of servant leaders, prioritizing followers' interests over self-interests, enhances followers' psychological safety in organizational interpersonal relationships (Jiang and Li, 2020 ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Linking servant leadership to followers' thriving at work: self-determination theory perspective

Jiang,

Wei

2024

Front. Psychol.

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Previous studies have confirmed that servant leadership has a positive impact on thriving at work, however, the psychological mechanism in this process has not been fully understood. Based on Self-Determination Theory, this study examines the mediating effect of basic psychological needs and the moderating effect of power distance on the relationship between servant leadership and followers' thriving at work. The results from the between-subject experimental design (Study 1) indicate that servant leadership can satisfy followers' three basic psychological needs. And the results from a questionnaire survey of 455 civil servants at two-time points (Study 2) indicate: (1) Servant leadership has a significantly positive impact on followers' thriving at work; (2) All three basic psychological needs satisfaction serve as a mediator in the relationship between servant leadership and followers' thriving at work; (3) Power distance negatively moderates the relationship between servant leadership and the satisfaction of three basic psychological needs, meaning that the lower on the power distance, the stronger the positive relationship between servant leadership and the satisfaction of three basic psychological needs; (4) Power distance negatively moderates the mediating effects of competence needs satisfaction and relatedness needs satisfaction in the relationship between servant leadership and followers' thriving at work, indicating that the lower on the power distance, the stronger the mediating effects. Our findings highlight the important role of servant leadership in fostering followers' thriving at work and explore the critical role of basic psychological needs satisfaction. This provides empirical evidence to further refine theories regarding thriving at work, and suggests that in order to promote employee thriving, it is important to guide leaders to reevaluating and repositioning their roles.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Linking servant leadership to followers' thriving at work: self-determination theory perspective

Jiang,

Wei

2024

Front. Psychol.

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“…Human motivation generates willingness and vitality, or energy (Owens et al , 2016). Özkan et al (2023) defined human energy as “an affective encounter and dissemination that manifests through diverse modalities.” Owens et al (2016) posited that the act of sharing one’s thoughts, feelings and experiences in social relations results in their transfer to the person who will subsequently experience them. Hence, relational energy can be founded upon social cognitive theory.…”

Section: Relational Energy As a Mediatormentioning

confidence: 99%

“Empowering leadership ripple effect: improving employee engagement, performance and knowledge sharing through relational energy and autonomy”

Burhan,

Khan

2023

EBR

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Purpose The present study aims to elucidate the mediating role of relational energy between empowering leadership and its attitudinal (employee engagement), behavioral (knowledge sharing) and performance (task) related outcomes, respectively, and the moderating role of autonomy between empowering leadership and relational energy, using the social cognitive theory. Design/methodology/approach The study used surveys in the small and medium-sized enterprises sector and collected time-lagged data to address common method variance and reveal causal relationships. AMOS was used to conduct hypothesis testing. Findings The results suggest that empowering leaders have a positive impact on outcomes such as employee engagement, knowledge sharing and task performance, and this impact is mediated by relational energy. Autonomy moderates the empowering leaders and relational energy relationship, strengthening it when autonomy is high. Practical implications Organizations should focus on leadership development programs depending on the need. Empowering leadership should be promoted to get positive attitudinal and behavioral outcomes in terms of employees. Empowering the employee in terms of decision-making helps motivate employees to perform better. Originality/value The study contributes to the empowering leadership literature by associating social cognitive theory. Empowering leaders has the potential to increase employee engagement, knowledge sharing and task performance.

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Workforce neurodiversity and workplace avoidance behavior: The role of inclusive leadership, relational energy, and self‐control demands

Iqbal,

Volpone,

Piwowar‐Sulej

2024

Human Resource Management

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We draw on job demands‐resources theory to develop and test a model that explores the direct and indirect (through relational energy) impact of inclusive leadership on workplace avoidance behaviors for neurodivergent employees. We also examine the moderating role of personal self‐control demands in the relationship between relational energy and workplace avoidance. We tested our model using partial least square ‐ structural equation modeling analysis with data collected using a time‐lagged data collection in a sample of 215 neurodiverse employees working in multinational companies across the Gulf Cooperation Council region (i.e., Saudi Arabia, United Arab Emirates, Oman). The findings demonstrate that inclusive leaders mitigate workplace avoidance behavior in neurodivergent employees. That is, inclusive leaders create an environment that contributes to the cultivation of employees' personal relational energy resources. Then, high levels of relational energy interact with employees' level of personal demands (i.e., impulse control, resisting distractions) to reduce workplace avoidance behaviors. Our work speaks to the integrated role of demands and resources in workplaces that can thwart avoidance behaviors for neurodivergent employees.

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Exploring the outcomes of servant leadership under the mediating role of relational energy and the moderating role of other-focused interest

Cited by 6 publications

References 80 publications

Linking servant leadership to followers' thriving at work: self-determination theory perspective

Linking servant leadership to followers' thriving at work: self-determination theory perspective

“Empowering leadership ripple effect: improving employee engagement, performance and knowledge sharing through relational energy and autonomy”

Workforce neurodiversity and workplace avoidance behavior: The role of inclusive leadership, relational energy, and self‐control demands

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