Journal
EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY
Volume 25, Issue 5, Pages 722-734Publisher
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
DOI: 10.1080/1359432X.2016.1149471
Keywords
servant leadership; implicit leadership theories; employee motives; job satisfaction; citizenship behaviours
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Funding
- Social Sciences and Humanities Council of Canada [430-2012-0594]
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Drawing from implicit leadership theories we advance servant leadership theory by examining moderating mechanisms that explain under what conditions servant leader behaviours impact followers in organizations. Specifically, we focused on the moderating role of subordinates' motivational orientationsprosocial values or impression management motivesin relationships between servant leadership behaviours and job satisfaction, as well as subordinate organizational citizenship behaviours (OCBs). Using time-lagged data collected from 192 supervisor-subordinate dyads, we found that servant leadership was positively associated with employees' job satisfaction, but not significantly related to their performance of OCBs. We also found evidence that subordinates' motives moderate the relationships between servant leadership and outcomes. Specifically, employees high on impression management experienced lower levels of job satisfaction than their lower scoring counterparts. Our findings suggest that servant leadership may not be equally beneficial for all followers. We discuss implications for theory and practice.
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