Servant leadership, employer brand perception, trust in leaders and turnover intentions: a sequential mediation model

Kashyap, Vaneet; Rangnekar, Santosh

doi:10.1007/s11846-014-0152-6

Cited by 84 publications

(80 citation statements)

References 49 publications

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“…The outcomes of servant leadership, identified by the results, were also similar to that of the job demands-resources theory. Servant leadership was positively related to organisational outcomes such as higher organisational commitment [7,11,12] and lower employee turnover intention [14,15]. Servant leadership was also positively related to work engagement [8][9][10]59] and negatively related to burnout [110].…”

Section: Operational Servant Leadershipmentioning

confidence: 99%

“…Servant leadership includes practices known to sustain high performing organisations such as (a) establishing a higher purpose vision and strategy; (b) developing standardised and simplified procedures; (c) cultivating customer orientation; (d) ensuring continuous growth and development; (e) sharing power and information; and (f) having a quality workforce [3][4][5]. In addition, servant leadership showed to produce favourable individual and organisational outcomes such as enhanced corporate citizenship behaviour [6,7], work engagement [8][9][10], organisational commitment [7,11,12], sales performance [13] and reduced turnover intention [14,15].…”

Section: Introductionmentioning

confidence: 99%

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The Functions of a Servant Leader

Coetzer

Bussin

Geldenhuys

2017

Administrative Sciences

128

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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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Section: Operational Servant Leadershipmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Functions of a Servant Leader

Coetzer

Bussin

Geldenhuys

2017

Administrative Sciences

128

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“…Our model is a typical representation of a multiple mediation model which involves an independent variable (strategic innovation), two serial mediators (management innovation and technological innovation), and a dependent variable (firm competitiveness). Hayes (2013) outlines the procedure for empirical tests using Process Macro, which has become the template for later studies and is generally utilized by scholars when studying this kind of multiple mediation model (Boies, Fiset, & Gill, 2015;Hayes, 2013;Kashyap & Rangnekar, 2016;Otterbring, Pareigis, Wästlund, Makrygiannis, & Lindström, 2018;Owens & Hekman, 2016;Russo, Buonocore, Carmeli, & Guo, 2018;Tan & Lee, 2017;Tsang, Carpenter, Roberts, Frisch, & Carlisle, 2014;Valentine, Li, Penke, & Perrett, 2014). Based on the recommendations of Hayes (2013), Process Macro (version: 2.16.3) for SPSS (version 22.0) was used in our empirical tests.…”

Section: Hypotheses Testingmentioning

confidence: 99%

A Chain Multiple Mediation Model Linking Strategic, Management, and Technological Innovations to Firm Competitiveness

Chen¹,

Gao²

2019

RBGN

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Purpose -This study attempts to build an integrated framework to discuss the influence of three types of innovations, i.e. strategic, management, and technological innovations, on firm competitiveness.Design/methodology/approach -Paired survey responses are collected from 303 firms located in China. A confirmatory factor analysis is implemented with SPSS AMOS software to check the reliability and validity of all measures through structural equation modeling. Four hypotheses are empirically examined with SPSS PROCESS Macro in combination with a bias-corrected bootstrapping technique to test the chain multiple mediation model linking strategic, management, and technological innovations to firm competitiveness.Findings -Although strategic, management, and technological innovations are carried out at different organizational levels, they formulate a holistic framework to jointly improve firm competitiveness. Strategic innovation strengthens firm competitiveness through three parallel routes, i.e. via management innovation, via technological innovation, and via the serial mediating mechanism of management and technological innovations. Also, the mediation effect of management innovation is significantly stronger than that of technological innovation.Originality/value -This study integrates strategic, management, and technological innovations into the process of improving firm competitiveness to account for their joint influences, challenging the conventional paradigm where different types of innovations are investigated separately. Cross-domain knowledge flow, exchange, and combination are realized within the broad innovation construct.

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“…Perceived differentiation, satisfaction, affinity and loyalty were selected from the consumer branding literature and they were found relative with the employer branding concept. Kashyap and Rangnekar (2014) examined the leadership perspective of employer branding concept. Rample (2014) analyzed the relationship between employer brand associations and employer first-choice brands.…”

Section: Employer Brandmentioning

confidence: 99%