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Neidlinger SM, Felfe J, Schübbe K. Should I Stay or Should I Go (to the Office)?-Effects of Working from Home, Autonomy, and Core Self-Evaluations on Leader Health and Work-Life Balance. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2022; 20:6. [PMID: 36612327 PMCID: PMC9819704 DOI: 10.3390/ijerph20010006] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Figures] [Subscribe] [Scholar Register] [Received: 11/17/2022] [Revised: 12/10/2022] [Accepted: 12/17/2022] [Indexed: 06/17/2023]
Abstract
Leaders represent a high-demand group in organizations. The effects of leaders' personal and workplace resources on their health and work-life balance have often slipped under the radar, as most studies are directed outwardly and focus on follower outcomes. With this study, we closed a gap in the research and investigated the positive effects of remote work, autonomy, and leaders' core-self evaluations (CSE) on two important leader outcomes: health and work-life balance. We hypothesized that the relationship between remote work and the outcomes would be moderated by leaders' CSE and their autonomy-in such a way that leaders with lower resources benefit more from remote work and achieve better health and work-life balance the more days they spend working from home. A sample of 367 leaders reported their frequency of working from home, their autonomy, and CSE. Their health and work-life balance were assessed five months later. Results showed a moderating effect of CSE on both outcomes, indicating that leaders with low CSE benefit more in terms of health and work-life balance. There was no moderating effect of autonomy. Leaders with high resources (autonomy and CSE) had overall higher levels of health and work-life balance regardless of work location. Practitioners in organizations should consider working from home as a resource for leaders, particularly if personal resources are lower.
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Chandler JA, Johnson NE, Jordan SL, B DK, Short JC. A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility. THE LEADERSHIP QUARTERLY 2022. [DOI: 10.1016/j.leaqua.2022.101660] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/29/2022]
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Lin X, Luan Y, Zhao G, Zhao T, Ding H. Core Self-Evaluations Increases Among Chinese Employees: A Cross-Temporal Meta-Analysis, 2010–2019. Front Psychol 2022; 12:770249. [PMID: 35197882 PMCID: PMC8858941 DOI: 10.3389/fpsyg.2021.770249] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/06/2021] [Accepted: 12/17/2021] [Indexed: 11/21/2022] Open
Abstract
The purpose of this paper is to investigate the changes in core self-evaluation (CSE) scores among Chinese employees during 2010–2019. We conducted a cross-temporal meta-analysis including 50 studies (17,400 Chinese employees) to evaluate the relationship between the year of data collection and levels of CSE. We found that correlations between levels of CSE and year of data collection were strong and positive (r > 0.500). Regression results showed that the year of data collection could predict the CSE score when the mean sample age and sex ratio (%female) were controlled. In addition, CSE scores were positively related to GDP per capita and negatively related to the unemployment rate.
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Affiliation(s)
- Xinqi Lin
- School of Labor and Human Resources, Renmin University of China, Beijing, China
| | - Yuxiang Luan
- School of Labor and Human Resources, Renmin University of China, Beijing, China
| | - Guolong Zhao
- School of Labor and Human Resources, Renmin University of China, Beijing, China
| | - Teng Zhao
- Department of Psychological Sciences, Auburn University, Auburn, AL, United States
| | - He Ding
- School of Economics and Management, North China Electric Power University, Beijing, China
- *Correspondence: He Ding
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Siangchokyoo N, Klinger RL. Shared Leadership and Team Performance: The Joint Effect of Team Dispositional Composition and Collective Identification. GROUP & ORGANIZATION MANAGEMENT 2021. [DOI: 10.1177/10596011211019928] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
This study explores how team core self-evaluations (CSE) influence the emergence and effectiveness of shared leadership. Drawing on adaptive leadership theory, we propose that decisions to share leadership responsibilities rather than allocating the role to a single team member are influenced by homogeneity in members’ CSE. In addition, we identify team collective identification as an emergent team state that interacts with CSE homogeneity to promote the emergence of shared leadership. We then argue that not all shared leadership teams are equally effective; applying group social capital theory, we propose that team mean CSE strengthens the impact of shared leadership on team performance. Results based on multisource and time-lagged data from 85 project teams provide support for our proposed moderated mediation model. We discuss how our theoretical model extends research on the role of team dispositional composition on the antecedents and consequents of shared leadership and highlight practical implications related to the design, recruitment, and socialization of autonomous work teams.
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Affiliation(s)
| | - Ryan L. Klinger
- Strome College of Business, Old Dominion University, Norfolk, VA, USA
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Bell C, Hewitt LM. Personal leadership as an antecedent of servant leadership amongst bank managers in South Africa. SOUTH AFRICAN JOURNAL OF HUMAN RESOURCE MANAGEMENT 2021. [DOI: 10.4102/sajhrm.v19i0.1459] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/01/2022] Open
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Bahmani E, Teimouri H, Moshref Javadi MH, Rabbani Khorasegani A. Theoretical development of servant leadership in a military context: A mixed methods research. HUMAN SYSTEMS MANAGEMENT 2021. [DOI: 10.3233/hsm-200936] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Purpose: The present study aimed to both develop and validate a model for servant leadership in a military context. Design/methodology/approach: The exploratory sequential mixed methods design with two phases was used. Firstly, in the qualitative phase, the process of servant leadership in a military context was developed using a systematic approach of grounded theory. Secondly, in the quantitative phase, the relationship between the components of servant leadership was explained and the developed model was validated. Findings: The result of the qualitative phase show certain personal, organizational and social antecedents form the ideology of sacrifice in leaders which include: spiritually, intelligent and developed personality (personal antecedents); organizational culture, models and incentives (organizational antecedents); and reference groups and social events (social antecedents). The ideology of sacrifice resulted in choosing special behaviors of servant leadership by leaders. These behaviors include: creating service climate; developing standards; building trust; empowering followers comprehensively; and effective persuasion which cause positive personal and organizational outcomes. According to the results of quantitative phase, the proposed model has an appropriate fitness. Practical implications: The results of this research can be used to develop certain criteria for selecting servant leaders. Accordingly, certain training programs can be developed to promote competencies in organizational leaders. Originality/value: To the best of our knowledge, this is the first study to develop a model for servant leadership in a military context using a mixed methods design.
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Affiliation(s)
- Ebrahim Bahmani
- Department of Management, University of Isfahan, Isfahan, Iran
| | - Hadi Teimouri
- Department of Management, University of Isfahan, Isfahan, Iran
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Zaniboni S, Topa G, Balducci C. Core Self-Evaluations Affecting Retirement-Related Outcomes. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2020; 18:ijerph18010174. [PMID: 33383686 PMCID: PMC7795756 DOI: 10.3390/ijerph18010174] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Received: 11/10/2020] [Revised: 12/21/2020] [Accepted: 12/24/2020] [Indexed: 06/12/2023]
Abstract
This study addressed a gap in the literature by examining the role of core self-evaluations as a predictor of retirement preparation (i.e., attitudes, expectations, and goals), compared to other important aspects such as demographic, financial, health, and work-related variables. Based on the resource-based dynamic model for retirement adjustment and the core self-evaluations theory, the present study showed that core self-evaluations significantly and positively affected the social component of retirement adjustment (H1), the retirement expectations of new beginning (H2), the retirement expectations of continuity (H3), and retirement goals (H4). Additionally, core-self evaluations negatively affected the retirement expectations of imposed disruption (H5). All the analyses were controlled for age, gender, perceived health, financial situation, job centrality, and expected retirement age. In conclusion, core self-evaluations are valuable and supportive to workers across the work lifespan, and for dealing with the retirement preparation.
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Affiliation(s)
- Sara Zaniboni
- Department of Psychology, University of Bologna, 47521 Cesena, Italy
| | - Gabriela Topa
- Department of Social and Organizational Psychology, National Distance Education University (UNED), 28040 Madrid, Spain;
| | - Cristian Balducci
- Department of Psychology, University of Bologna, 40127 Bologna, Italy;
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Mallén Broch FF, Domínguez Escrig E, Chiva Gómez R, Lapiedra Alcamí R. Promoting firm innovativeness through servant leadership and corporate social responsibility to employees. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2020. [DOI: 10.1108/lodj-03-2019-0127] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeBased on the upper echelons and organisational identification theories, this paper focuses on the relationship between servant leadership and firm innovativeness, as well as the underlying mechanisms that explain this relationship. More specifically, we analyse the relationship between servant leadership, firm innovativeness and corporate social responsibility to employees (CSRE).Design/methodology/approachA total of 285 Spanish firms took part in the study, and 570 questionnaires were gathered. Structural equation modelling was used to validate the proposed hypotheses.FindingsResults suggest that servant leadership has a positive relationship with firm innovativeness, and this relationship is fully mediated by CSRE.Research limitations/implicationsHR managers have an overall view of their company and of the behaviour of other leaders. However, future research should also consider employees perceptions. The present study is cross-sectional, and it would be interesting to study the development of the interaction between leaders and followers, which calls for longitudinal and multilevel studies.Practical implicationsAccording to our results, managers could foster firm innovativeness if they select and promote leaders who display the different leadership behaviours related to servant leadership: empowerment, servitude, accountability, courage, authenticity, humility and stewardship. Moreover, training programmes should also foster these behaviours.Originality/valueFew empirical studies analyse the relationship between servant leadership and innovation. The main contribution of the present research is to further the current knowledge of this relationship by disentangling the mediating role of corporate social responsibility to employees.
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Leadership beyond Narcissism: On the Role of Compassionate Love as Individual Antecedent of Servant Leadership. ADMINISTRATIVE SCIENCES 2020. [DOI: 10.3390/admsci10020020] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022] Open
Abstract
While we already know a lot about the outcomes and boundary conditions of servant leadership, there is still a need for research on its antecedents. Building on the theory of purposeful work behavior and further theorizing by van Dierendonck and Patterson (2015), we examine if leaders’ propensity for compassionate love will evoke servant leadership behavior. At the same time, we contrast compassionate love to leaders’ narcissism as psychological counterpart to compassionate love, because narcissism is not associated with leader effectiveness, but with leader emergence instead. We collected data from 170 leader-follower-dyads in a field study in Germany, while measuring leaders’ compassionate love and narcissism, and followers’ perceptions of servant leadership. We found a positive association between leaders’ compassionate love and servant leadership behavior, while narcissism was negatively associated with servant leadership. Theoretical and practical implications, as well as pathways for future research are discussed.
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Hernández-Perlines F, Araya-Castillo LA. Servant Leadership, Innovative Capacity and Performance in Third Sector Entities. Front Psychol 2020; 11:290. [PMID: 32174867 PMCID: PMC7054347 DOI: 10.3389/fpsyg.2020.00290] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/29/2019] [Accepted: 02/06/2020] [Indexed: 11/13/2022] Open
Abstract
This paper analyses the relationship between servant leadership, innovative capacity and performance in Third Sector entities and proposes a mediation model. This research is based on a two-fold theoretical approach: the servant leadership approach and the resource-based approach. The data have been obtained through a survey sent to territorial and functional managers of Third Sector entities. The fieldwork ran from June to September 2019. At the end of the entire process, 85 valid questionnaires were obtained. For the analysis of the results, a double methodology has been used: (1) a method of second order structural equations (PLS-SEM) and, (2) qualitative comparative analysis (QCA). The main contributions of this work are: 1) a double theoretical approach has been applied in this work, which has allowed to adequately define the relationships between servant leadership, innovation capacity and performance in Third Sector entities; (2) the application of a double data analysis methodology has allowed us to obtain robust and reliable results; (3) the measures of the three composites used (servant leadership, innovative capacity and performance) have adequate reliability and validity values; (4) the servant leadership positively influences the performance of Third Sector entities being able to explain the 35.6% of the variation of the performance of these entities and besides, it is a necessary condition for this performance to take place, (5) the average innovative capacity in the influence of the servant leadership in the performance of the entities of the Third Sector, being a necessary condition. Mediation is total, eliminating the direct effect of servant leadership on the performance of third Sector entities and increasing the capacity to explain the variation in the performance of Third Sector entities up to 44.7%.
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Abstract
Purpose
This paper aims to put forth a model that accounts for the effect of servant leadership on employee creativity from a social identity perspective. Specifically, this paper aims to examine team identification as the mediating mechanism by which servant leadership influence employee creativity. This paper also intends to investigate the moderating influences of horizontal and vertical collectivism on the effectiveness of servant leadership on follower team identification.
Design/methodology/approach
Servant leadership, team identification, collectivism (consisted of horizontal and vertical collectivism) and employee creativity were assessed in an empirical study based on a sample of 451 employees from 11 banks in China.
Findings
Drawing on social identity theory, this study found that follower team identification partially mediates the relationship between servant leadership and employee creativity. In addition, results showed that horizontal collectivism moderates the relationship between servant leadership and follower team identification; the relationship was more positive when horizontal collectivism was high, rather than low; vertical collectivism also moderates the relationship between servant leadership and follower team identification; the relationship was more positive when vertical collectivism was low, rather than high. However, results of this study indicated that the moderated mediation effects of team identification on the relationship between servant leadership and employee creativity are nonsignificant.
Practical implications
First, this research affirmed the need to promote servant leadership in employment settings. Second, managers’ understandings of the instrumental role of servant leadership in showing interpersonal acceptance, offering encouragement and support and expressing trust would prove to be valuable because it could enhance employee creativity. Finally, the findings from this study should help managers gain a better understanding of the contextual factors.
Originality/value
The first contribution of the current study was to identify team identification as an important psychological process that can link servant leadership to employee creativity. Another important contribution of the current research was the identification of the boundary conditions (e.g. horizontal and vertical collectivism).
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Langhof JG, Güldenberg S. Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes. GERMAN JOURNAL OF HUMAN RESOURCE MANAGEMENT-ZEITSCHRIFT FUR PERSONALFORSCHUNG 2019. [DOI: 10.1177/2397002219869903] [Citation(s) in RCA: 21] [Impact Index Per Article: 4.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
The purpose of this article is multi-layered. First, we focus on gaining a comprehensive insight into a research area which just recently received more recognition in management literature: servant leadership. Second, we identify antecedent and outcomes of servant leadership within the existing research body. Third, we synthesize and develop a comprehensive servant leadership model. It assists academics and practitioners in keeping pace with the increasing servant leadership literature. The systematic literature review provides explanations as to why managers practice servant leadership. The study also contributes to a better understanding of the outcomes of servant leadership and brings clarity to a discombobulated group of studies.
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Impact of servant leadership on intrinsic and extrinsic job satisfaction. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2019. [DOI: 10.1108/lodj-09-2018-0337] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to examine the extent to which perceived servant leadership of the supervisors impacts the intrinsic and extrinsic job satisfaction of the followers.
Design/methodology/approach
Servant leadership factor structure was evaluated by applying Liden et al.’s (2008) measure, and used the second-order model to test its relationship with the intrinsic and extrinsic job satisfaction. Confirmatory factor analysis and structural equation modeling were used to test data from 205 individuals working in service-sector organizations in Kuwait.
Findings
The seven-factor structure proposed by Liden et al. (2008) holds valid in this sample, thus providing greater validity for this measure to be used in similar contexts. The results also indicate that second-order factor of servant leadership positively affects both intrinsic and extrinsic job satisfaction.
Research limitations/implications
Servant leadership was measured using follower perception of their leader attributes. Next, the cross-sectional data limit the ability to demonstrate causality between servant leadership and employee satisfaction. Further, data were collected only from service-sector organizations in Kuwait, which limits the generalizability of results.
Practical implications
This research helps in highlighting the significance of embracing more altruistic leadership approach in enhancing job satisfaction. Leaders in the analyzed region must be aware of the positive outcomes of this approach on job satisfaction, which can eventually contribute to engaged employees and their performance.
Originality/value
This research tries to add to the growing body of knowledge in terms of assessing relationship between servant leadership and job satisfaction in the service sector in the Middle East.
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Eva N, Robin M, Sendjaya S, van Dierendonck D, Liden RC. Servant Leadership: A systematic review and call for future research. LEADERSHIP QUARTERLY 2019. [DOI: 10.1016/j.leaqua.2018.07.004] [Citation(s) in RCA: 252] [Impact Index Per Article: 50.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/28/2022]
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Leadership styles and their relationship with TQM focus for Indian firms. INTERNATIONAL JOURNAL OF PRODUCTIVITY AND PERFORMANCE MANAGEMENT 2018. [DOI: 10.1108/ijppm-03-2017-0071] [Citation(s) in RCA: 26] [Impact Index Per Article: 4.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to examine leadership styles and their impact on TQM focus within Indian firms.
Design/methodology/approach
The empirical data for this study were drawn from a survey of 111 firms in India to examine the validity and reliability of the independent constructs (leadership styles: transformational, servant, adaptive, rational and kinesthetic); and two dependent constructs (TQM focus: continuous improvement and innovation). The data were analyzed employing correlation and multiple regression analysis to identify the influence of leadership styles on TQM focus.
Findings
The results of the study revealed that six of the nine hypotheses have a significant and positive relationship with TQM focus; one hypothesis is partial while rest two hypotheses are not associated with TQM focus. It is also found that leadership styles are more inclined to continuous improvement and perceived as dominant TQM practices than innovation.
Research limitations/implications
This study used only two major variables, continuous improvement and innovation, as the outcome of TQM focus, but the outcomes are not limited. TQM focus is also related to other variables such as customer focus, product quality, employee involvement, benchmarking, etc. Future research should be extended by using other variables as the outcome of TQM focus.
Originality/value
The results can be beneficial for the current organization’s leaders to achieve appropriate leadership styles for effective and TQM focus. Moreover, this paper also attempts to inspire researchers to include the TQM focus in studying the effect of the leaders on TQM focus while implementing it effectively in the organizations.
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Zaccaro SJ, Green JP, Dubrow S, Kolze M. Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration. LEADERSHIP QUARTERLY 2018. [DOI: 10.1016/j.leaqua.2017.10.003] [Citation(s) in RCA: 45] [Impact Index Per Article: 7.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
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