Servant leadership, social exchange relationships, and follower's helping behavior: Positive reciprocity belief matters

Zou, Wenchi; Qing, Tian; Liu, Jia

doi:10.1016/j.ijhm.2015.08.012

Cited by 95 publications

(101 citation statements)

References 59 publications

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“…The purpose of this qualitative study was to understand the experiences, relationships, and feelings of participants regarding how servant leaders in the NPO of churches establish rapport with new followers as leaders and how camaraderie was established when the leader was a new follower (Zou et al, 2015). The proposed participants in this study were pastors and chaplains in churches from the Christian background who were deemed to have the characteristics of a servant leadership church (Greenleaf, 1977).…”

Section: The Problem and Purposementioning

confidence: 99%

“…The theoretical framework and perspective is based on application of the servant leadership theory (Greenleaf, 1977) toward empowerment with the initial handling of new followers to get to the level of active followership (Leroy et al, 2015;Zou et al, 2015). Of all of these elements and characteristics of servant leadership, empowering and developing followers was suggested as having four elements: providing meaning, giving motivation and freedom, establishing self-determination in followers, and competence (Arogundade & Arogundade, 2015;Van Winkle et al, 2014;Zhong et al, 2011).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The subject of followers is important, as it is impossible for a leader to be a leader without followers (Crippen, 2012;Hoption 2014). The leader-follower interchange is an important topic in leadership studies (Leroy et al, 2015;Zou et al, 2015). New followers in any organization tend to be passive and withdrawn until the individual understands their role in the organization (Leroy et al, 2015;Read III, 2014).…”

Section: History Of Related Theories Up To the Application Of Servantmentioning

confidence: 99%

“…The systems of management and leadership in traditional settings are often structurally rigid and often may not benefit all of an organization's component membership (van Dierendonck, 2011). On this kind of setting, the focus of the manager can be focused more on control and completing the assigned task rather than creating an atmosphere where the subordinates could flourish and even be considered for management in the future (Zou et al, 2015).…”

Section: Servant Leadershipmentioning

confidence: 99%

“…A follower is not always a position to which one ascribes (Read III, 2014) but it can be a position where individuals start in an organization (Leroy et al, 2015). The element of followership, however, entails an involvement and caring about the success of the organization concerning the individual's success therein (Crippen, 2012;Zou, Tian, & Liu, 2015). The development of the leader-follower relationship is about the motivations and empowerment prescribed by the leader within the organization and the leadership style utilized by that leader (Arogundade & Arogundade, 2015).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Discovering Servant Leader Relations with New Followers in Nonprofit Organizations: Does a Servant Leader Always Serve First?

Ammons¹,

McLaughlin²

2017

OJL

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This study focused on discovering servant leadership in the nonprofit organization (NPO) of the church with a concentration on new follower relations. The investigation was conducted as an Interpretative Phenomenological Analysis (IPA) so as to be able to capture the life experiences and identifications of the servant leaders in the church clergy. Servant leadership theory is a management model and practice for the business community including large organizations, such as Southwest Airlines, to small businesses and to NPOs, including the church. The problem is the lack of clarity on how clear servant leaders in NPOs cultivate relationships with new followers and empower them to develop a caring community while meeting the NPO's needs. The researchers investigated the experiences of servant leaders to receive and develop new follower relations in the NPO of the Christian Protestant church. The research revealed a potential lack of clarity and the need for specific research on new followers focused on the initial concept of servant leadership; the definition of a servant leader is a leader who serves first. The participants in this study were servant leader pastors from Christian churches in the Northern United States. Two research questions were developed to inquire, first, about how the participant's actions were received when they were new followers and secondly, to inquire about the participants' servant leader undertakings toward their new followers. The data were analyzed and superordinate themes were developed based on data provided by the interviews and the derived interlocking information produced. The resulting superordinate theme for research question one was "Commitment to the Growth of People." The superordinate themes for research question two were "Empowering and Developing People" and "Providing Direction." The results from the interviews and double hermeneutic analysis demonstrated that the servant leader participants taught new followers first and then, once the new follower attained a sufficient basic level of knowledge, were served by these servant leaders. Scholars highly regard the historical individual known as Jesus of Nazereth as one of the original servant leaders and his teachings to his disciples as prime examples of servant leadership guidelines. The generalizability of the research relates to any new follower who receives little to no screening in any organization, like the selected group of the NPO of the church, a secular NPO like the United Way, or a standard business which increases its workforce with little screening. The conclusions of this research study added to the extent information on servant leadership theory. This study can serve as a catalyst for future research regarding new followers using servant leadership.

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Section: The Problem and Purposementioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: History Of Related Theories Up To the Application Of Servantmentioning

confidence: 99%

Section: Servant Leadershipmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Discovering Servant Leader Relations with New Followers in Nonprofit Organizations: Does a Servant Leader Always Serve First?

Ammons¹,

McLaughlin²

2017

OJL

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Leaders' political skills and subordinates' service‐oriented organizational citizenship behavior

Kim,

Ok,

Lee

2024

Journal of Tourism Research

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Team‐oriented tasks are inherent in the hospitality industry, requiring leaders to cultivate quality relationships with subordinates and facilitate team‐member interaction to achieve organizational goals. However, there is a lack of understanding of how leaders' political skills shape vertical and horizontal exchange relationships, leading to subordinates' performance. This study investigates the impacts of leader political skill (LPS) on leader–member exchange (LMX), team–member exchange (TMX), and service‐oriented organizational citizenship behavior (SOOCB) in an airline service setting where leaders' relationship‐building skills and influence and members' interpersonal relationship building are essential. To this end, 289 valid questionnaires were collected from flight attendants in South Korea. Results showed that perceived LPS positively affected LMX and TMX. Additionally, LMX and TMX fully mediated the relationship between LPS and SOOCB.

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Social Exchange or Social Learning: A Theoretical Fork in Road for Servant Leadership Researchers

Madison

Eva

2019

Leading for High Performance in Asia

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Servant leadership, social exchange relationships, and follower's helping behavior: Positive reciprocity belief matters

Cited by 95 publications

References 59 publications

Discovering Servant Leader Relations with New Followers in Nonprofit Organizations: Does a Servant Leader Always Serve First?

Discovering Servant Leader Relations with New Followers in Nonprofit Organizations: Does a Servant Leader Always Serve First?

Leaders' political skills and subordinates' service‐oriented organizational citizenship behavior

Social Exchange or Social Learning: A Theoretical Fork in Road for Servant Leadership Researchers

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