Unlocking the Mask: a Close Look at how Servant Leaders Influence People

Huang, Chuying; Qian, Jin; Jin, Zhuyun; Wang, Bin

doi:10.1007/s12144-017-9576-x

Cited by 3 publications

(3 citation statements)

References 48 publications

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“…This infers that this style of leadership tends to ingrain in their followers a pressing need to serve others (Sharpley, 2024). Several researchers in this field have convincingly contended that servant leaders represent a good solid example that impacts the followers through learning processes and experiences thereby leading to better service delivery (Liden, Panaccio, Hu, Meuser, 2014;Brown, Bryant, 2015;Huang, Qian, Jin, Wang, 2017).…”

Section: Servant Leadership Stylementioning

confidence: 99%

Exploring the Concept of Leadership

ABASILIM

2024

hss

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In today's complex global environment, exploring leadership has become paramount in academia and practice. Despite extensive research and discussion, lingering questions underscore a fragmented comprehension of its essence. This conceptual paper aims to address this gap by unravelling the intricate nature of leadership, providing clarity on its definition and various styles. Based on the tendency to oversimplify or misinterpret leadership, this paper meets the rising demand for a comprehensive analysis that acknowledges its multifaceted dimensions. By delineating the disparities between leadership and management, elucidating diverse theories, and scrutinising organisational leadership styles, this paper strives to offer a holistic understanding of leadership's pivotal role in organisational development and effectiveness.

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Section: Servant Leadership Stylementioning

confidence: 99%

Exploring the Concept of Leadership

ABASILIM

2024

hss

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“…As a result, they tend to seize the opportunity and seek feedback from leaders and perceive feedback from servant leaders as more credible and valuable. In this context, followers are more likely and frequently seek feedback about their work from the servant leader ( Anseel et al, 2015 ; Huang et al, 2018 ). We predict the following:…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

“…In addition, servant leadership emphasizes one-on-one prioritizing of follower individual needs and interests, and attach importance to doing good to others ( Eva et al, 2019 ). The subordinates may perceive feedback from servant leaders as more credible and valuable, and thus they are more likely and frequently seek feedback from servant leaders ( Anseel et al, 2015 ; Huang et al, 2018 ).…”

Section: Introductionmentioning

confidence: 99%

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

Dong

et al. 2021

Front. Psychol.

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Drawing upon social information processing theory, we propose that moqi with supervisors mediates the relationship between servant leadership and follower feedback-seeking behavior. Subordinates’ traditionality plays a moderating role in this process. A total of 440 Chinese working adults responded to the two-wave questionnaire survey in paper and pencil forms. Correlation analyses, mediation analysis, and moderated mediation analysis was performed through R and SPSS PROCESS Macro. The results revealed that servant leadership positively correlates with followers’ feedback-seeking behavior via moqi with supervisors. Moreover, these indirect effects of servant leadership were moderated by traditionality, such that servant leadership had weaker relations with feedback-seeking behavior when traditionality was higher (vs. lower). Theoretical contributions and practical implications, limitations and suggestions for further study were discussed.

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