How Servant Leadership Sparks Feedback-Seeking Behavior: A Moderated Mediation Model

Dong, Qian; Xu, Yan; Li, Chaoping; Meng, Xue

doi:10.3389/fpsyg.2021.748751

Cited by 5 publications

(5 citation statements)

References 49 publications

(100 reference statements)

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“…Servant leadership always prioritizes serving employees and provides timely psychological and material assistance when they encounter difficulties (Triandis, 1993;Huang, 2013). According to the social exchange theory, when subordinates are aware of their leader's attention, recognition and help, they reciprocate based on the principle of reciprocity (Wu and Lee, 2017).On the other hand, when employees receive resources and technical help from servant leadership in their innovation practice, they inevitably respond positively to leadership behavior (Li et al, 2021;Qin et al, 2021) and try to overcome the difficulties encountered in the innovation process until they implement their ideas. Servant leadership has also been shown to positively guide the sharing and discussion of new knowledge and ideas among employees (Zada et al, 2023).…”

Section: The Mediating Effect Of Employees' Collectivist Orientationmentioning

confidence: 99%

The influence of leaders’ collectivist orientation on employees’ innovative behavior

Yang,

Jin,

Zhang

2024

LODJ

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Purpose This study investigates the relationship between leaders’ collectivist orientation and employees’ innovative behavior, as well as the mediating effects of employees’ collectivist orientation and servant leadership.Design/methodology/approach Based on a survey of 40 leaders and 219 employees in 12 technologically innovative enterprises in Jiangsu Province, China, a hierarchical linear modeling is used.Findings The results show that leaders’ collectivist orientation significantly positively affects employees’ innovative behavior. Moreover, leaders’ collectivist orientation significantly positively affects employees’ collectivist orientation/servant leadership, employees’ collectivist orientation/servant leadership significantly positively affects employees’ innovative behavior, and employees’ collectivist orientation/servant leadership partially mediates the relationship between leaders’ collectivist orientation and employees’ innovative behavior.Originality/value In response to the lack of research on the relationship between leadership cultural orientation and employees’ innovative behavior, this study sheds light on the effectiveness and mechanism of the influence of leaders’ collectivist orientation on employees’ innovative behavior, thus expanding and deepening the boundaries of theoretical research on leadership, culture and innovation management.

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Section: The Mediating Effect Of Employees' Collectivist Orientationmentioning

confidence: 99%

The influence of leaders’ collectivist orientation on employees’ innovative behavior

Yang,

Jin,

Zhang

2024

LODJ

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“…Organizational units and education (each with two dummy variables) were also selected, as in previous studies (Li and Qian, 2016;Wang, et al, 2021). Job seniority can also influence FSB due to its impact on the nature of the job and the risks FSB may cause, and has been statistically controlled in previous FSB studies (e.g., Qin, et al, 2021). The salary variable was chosen as a control variable to indicate job seniority.…”

Section: Control Variablesmentioning

confidence: 99%

Does Feedback Seeking Always Improve Performance? Investigating the Roles of Feedback Seeking Content and Frequency in Determining Goal Achievement and Behavior-Related Performance

Rabbani

Alavi

2023

Foundations of Management

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We investigated the direct relationship between feedback seeking behavior (FSB) and performance, considering two dimensions of FSB (frequency and content) and two types of performance (goal achievement and behavior-related performance). The purpose is to identify new explanations for the inconclusive results of the direct relationship reported in the literature. FSB is important during performance conversations, which are critical for the effectiveness of performance management. Data from a sample of 306 employees were gathered from two distinct sources on three occasions. Our data were analyzed using the hierarchical regression method. The relationship between FSB frequency and goal achievement was statistically significant. The diagnostic FSB content was positively related to individual work performance (IWP), representing behavior-related performance. We identified no similar relationship with other types of FSB content. This paper provides evidence that while a direct relationship between FSB and performance may not generally exist, it depends on the type of FSB content and expected types of performance. Organizations can use the results to improve the effectiveness of FSB.

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“…Finally, servant leadership helps the student body perform better, improves engagement, and decreases burnout (Kaltiainen & Hakanen, 2022). In addition, it is linked with feedback-seeking behavior (Qin et al, 2021). However, this must be handled with great care, as teachers with servant-leader traits may be victims of manipulation by the student body (Fatima et al, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

Effect of servant leadership on happiness at work of university teachers: The mediating role of emotional salary

Gonzales-Macedo,

Flores-Lozano,

Diaz-Saurin

et al. 2023

Problems and Perspectives in Management

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Undeniably, this new normality brought about by COVID-19 represents an extraordinary challenge for universities, from strengthening infrastructure, technology, and quality of services, to achieving happiness in their collaborators. In response, this study aims to examine the effect of servant leadership on happiness at work, with emotional salary as a moderating variable. The paper adopted a quantitative methodological perspective with a non-experimental design whose study sample consisted of 269 collaborators among teachers and support staff of the Peruvian Union University, Peru. An exploratory factor analysis was performed to determine the latent structure of the constructs, presenting an adequate internal consistency (α &gt; 0.7). On the other hand, the confirmatory factor analysis presented an adequate fit. The results showed a significant effect (β = 0.306; p &lt; 0.001) of servant leadership on emotional salary, as well as a significant effect of emotional salary on happiness at work (β = 0.724; p &lt; 0.001). This study provides a valuable perspective for universities seeking to improve the happiness of their employees in the context of the new normal. It emphasizes the importance of servant leadership and emotional salary to achieve this goal. By implementing these strategies, universities can increase employee satisfaction and improve the quality of their services and the student experience.

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How Servant Leadership Sparks Feedback-Seeking Behavior: A Moderated Mediation Model

Cited by 5 publications

References 49 publications

The influence of leaders’ collectivist orientation on employees’ innovative behavior

The influence of leaders’ collectivist orientation on employees’ innovative behavior

Does Feedback Seeking Always Improve Performance? Investigating the Roles of Feedback Seeking Content and Frequency in Determining Goal Achievement and Behavior-Related Performance

Effect of servant leadership on happiness at work of university teachers: The mediating role of emotional salary

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