How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality

Newman, Alexander; Schwarz, Gary; Cooper, Brian; Sendjaya, Sen

doi:10.1007/s10551-015-2827-6

Cited by 374 publications

(407 citation statements)

References 79 publications

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“…An example item is "my supervisor gives encouragement and recognition to staff". LMX quality was measured using the seven-item measure (LMX7) developed by Graen and Uhl-Bien (1995) that has been used in the Chinese context before (e.g., Newman et al 2015) (α = .79). An example item is "My supervisor recognizes my potential".…”

Section: Control Variablesmentioning

confidence: 99%

Investigating When and Why Psychological Entitlement Predicts Unethical Pro-organizational Behavior

et al. 2017

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In this research, we examine the relationship between employee psychological entitlement (PE) and employee willingness to engage in unethical pro-organizational behavior (UPB). We hypothesize that a high level of PE-the belief that one should receive desirable treatment irrespective of whether it is deserved-will increase the prevalence of this particular type of unethical behavior. We argue that, driven by self-interest and the desire to look good in the eyes of others, highly entitled employees may be more willing to engage in UPB when their personal goals are aligned with those of their organizations. Support for this proposition was found in Study 1, which demonstrates that organizational identification accentuates the link between PE and the willingness to engage in UPB. Study 2 builds on these findings by examining a number of mediating variables that shed light on why PE leads to a greater willingness among employees to engage in UPB. Furthermore, we explored the differential effects of PE on UPB compared to counterproductive work behavior (CWB). We found support for our moderated mediation model, which shows that status striving and moral disengagement fully mediate the link between PE and UPB. PE was also linked to CWB, and was fully mediated by perceptions of organizational justice and moral disengagement. Growing research has demonstrated that employees commonly engage in unethical behaviors that are intended to serve the interests of their organization (e.g., destroying incriminating files to protect an organization's reputation; disclosing exaggerated information to the public; Umphress and Bingham 2011). This type of behavior has been referred to as unethical proorganizational behavior (UPB) (Umphress et al. 2010), and it is carried out consciously, in a discretionary manner (i.e., it is neither ordered by a supervisor nor part of a formal job description), and in violation of moral hypernorms (Warren 2003). The intention to benefit an organization distinguishes UPB from many other forms of unethical work behavior, such as counterproductive or deviant behavior, which are performed with the intention of harming one's organization and/or its members (e.g., Spector and Fox 2005).UPB is an important phenomenon for companies to consider because, in the long term, it may hurt their reputations and expose them to lawsuits (Umphress and Bingham 2011). Due to the seemingly increasing number of high-profile events occuring in the public domain whereby ethical standards have been violated in the interest of organizational benefit, scholars have emphasized the need for a more comprehensive understanding of the antecedents of UPB (Pierce and Aguinis 2015). Research has begun to systematically investigate and theorize about UPB with a particular focus on employee motivations to engage in such behaviors (e.g., Chen et al. 2016;Graham et al. 2015;Kong 2016). However, the research to date has largely focused on the examination of situational and attitudinal antecedents of UPB such as leadership (e.g., Effel...

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Section: Control Variablesmentioning

confidence: 99%

Investigating When and Why Psychological Entitlement Predicts Unethical Pro-organizational Behavior

et al. 2017

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“…Five studies showed a positive relationship between servant leadership and organisational citizenship behaviour [6,7,[75][76][77]. One study reported a positive relationship between servant leadership and service-orientated organizational citizenship behaviour, mediated by leader-member exchange [78].…”

Section: Individual Outcomesmentioning

confidence: 99%

“…Positive psychological capital mediated the relationship between these two variables. Other factors that mediated the relationship between servant leadership and organisational citizenship behaviour were leader-member exchange [75], psychological contract [76], commitment to supervisor, self-efficacy, procedural justice climate, and service climate [77].…”

Section: Individual Outcomesmentioning

confidence: 99%

The Functions of a Servant Leader

Coetzer

Bussin

Geldenhuys

2017

Administrative Sciences

126

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Servant leadership has been researched internationally and various types of favourable individual, team, and organisational outcomes have been linked to the construct. Different servant leadership measures have been validated to date and a clear distinction has been made between the theory of servant leadership and other leadership theories. However, it seems that research on the implementation of servant leadership within an organisation is still in need. The main functions of a servant leader are not yet conceptualised in the literature to help researchers or practitioners to implement servant leadership successfully within organisations. After conducting a systematic literature review, the main functions of a servant leader were identified. These functions were clustered into strategic servant leadership and operational servant leadership and supported by servant leadership characteristics and competencies as defined by current literature. The results of this study might help practitioners to develop servant leaders more effectively and assist organisations to cultivate a servant leadership culture within companies. Limitations and future research needs are discussed.

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“…Although, there is no overall consensus about the exact behavior of the servant leader, but most of the studies followed the definition of Greenleaf (1977), that defined servant leadership as the one who emphases on empowering and development of followers, while at the same time inspires the followers to act as servant leaders too (Newman, Schwarz, Cooper, & Sendjaya, 2015). Ehrhart (2004) highlighted seven main characteristics of servant leadership: putting followers first, support followers to develop and success, build relations with followers, empowered them, having conceptual skills, behave ethically, and create value for the community.…”

Section: Servant Leadershipmentioning

confidence: 99%

A Review of Ethical Leadership and Other Ethics- Related Leadership Theories

Ahmad

Gao

Hali

2017

ESJ

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The role of ethics in leadership studies is very important for organizations. Leadership without ethics and integrity can be harmful both for the organizational stakeholders and society. The high-profiled scandals and the leadership involvement in unethical activities caused increase attention of the scholars and mainstream media in the leadership ethics (Hartog, 2015). This resulted a growing research in the field of ethical leadership behavior. For this reason, the present study review ethics-related leadership including ethical leadership and other ethic-related leadership theories to better understand the importance of the ethics and morality in these leadership constructs. This study also presented a comprehensive review on ethical leadership and its similarities and differences with other related leadership styles. Another focus of this study was to present the definitions of each leadership style and their scales, and to establish that how ethical leadership is distinct from each leadership style. Future directions and conclusion are presented in the last of the paper.

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How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality

Cited by 374 publications

References 79 publications

Investigating When and Why Psychological Entitlement Predicts Unethical Pro-organizational Behavior

Investigating When and Why Psychological Entitlement Predicts Unethical Pro-organizational Behavior

The Functions of a Servant Leader

A Review of Ethical Leadership and Other Ethics- Related Leadership Theories

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