The Influence of Servant Leadership and Organizational Structure on Employee and Patient Outcomes

Neubert, Mitchell J.; Hunter, Emily M.; Tolentino, Remy C.

doi:10.5465/ambpp.2014.17320abstract

Cited by 2 publications

(1 citation statement)

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“…The model assessed customer-oriented citizenship behavior, service quality and customer-focused prosocial behavior. Neubert et al (2014) remarked that SL has a relationship to employees exhibiting more creative behavior, helping others and experiencing less exhaustion. They demonstrated that this positive relationship is moderated by organizational structure.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

The impact of existence of royal family directors on corporate social responsibility reporting: a servant leadership perspective

Alazzani

Al-Janadi

Shreim

2019

SRJ

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Purpose Drawing on servant leadership theory, this study aims to investigate whether the presence of royal family members on boards of directors impacts corporate social responsibility (CSR) reporting. Design/methodology/approach CSR scores from a Bloomberg database are used and royal family data are collected from annual reports. The required analyses to test the hypotheses of this study have been performed. Findings The findings demonstrate a positive relationship between the presence of royal family directors and CSR reporting. Originality/value This study seeks to contribute to the literature on servant leadership theory and CSR by highlighting the impact of royal family directors on CSR reporting. This study may also contribute to an understanding of royal family leadership as a predictor of CSR reporting.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

The impact of existence of royal family directors on corporate social responsibility reporting: a servant leadership perspective

Alazzani

Al-Janadi

Shreim

2019

SRJ

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A Meta-Review of Servant Leadership: Construct, Correlates, and the Process

Chaudhry

Cao

Liden

et al. 2022

Journal of Comparative International Management

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The goal of this article is to present qualitative and quantitative reviews of servant leadership literature since its formal inception in 1970. Summarizing previous studies, we theorized and explored issues concerning the conception and relevance of servant leadership, the merits of varied measurements, issues concerning construct dimensionality, and the potential effects of national culture on the relationship between servant leadership and its correlates. We developed theory to distinguish servant leadership from competing leadership theories of transformational leadership and leader-member exchange (LMX) theory and examined the direct and the incremental influence of servant leadership on individual and unit-level outcomes. To consolidate extant research and to guide future theory development we tested a mediational process model linking servant leadership to outcomes. Meta-analytic results supported distinctiveness of servant leadership, showed effects of servant leadership on individual-level and unit-level outcomes, and supported theorized mediating effects of trust and fairness perceptions in the relationship.

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The Influence of Servant Leadership and Organizational Structure on Employee and Patient Outcomes

Cited by 2 publications

References 0 publications

The impact of existence of royal family directors on corporate social responsibility reporting: a servant leadership perspective

The impact of existence of royal family directors on corporate social responsibility reporting: a servant leadership perspective

A Meta-Review of Servant Leadership: Construct, Correlates, and the Process

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