An identification perspective of servant leadership’s effects

2016 ◽  
Vol 31 (5) ◽  
pp. 898-913 ◽  
Author(s):  
Chen Zhao ◽  
Yonghong Liu ◽  
Zhonghua Gao
Keyword(s):  
Servant Leadership ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Service Industry ◽  
Time Lag ◽  
Citizenship Behavior ◽  
Supervisory Relationship ◽  
Content Type ◽  
Immediate Supervisor

Purpose – The purpose of this paper is to reveal the identification-based mechanisms through which servant leadership affects desired outcomes (organizational citizenship behavior (OCB) toward coworkers and turnover intention) in the service industry in China. Design/methodology/approach – The data of 293 pairs of valid subordinate-supervisor dyads were collected from the hospitality industry in China with a time lag of 30 days to reduce common method bias. Hypotheses were tested by a bootstrapping method and rival model comparisons. Findings – The authors demonstrate that both the subordinate’s identification with the supervisor and identification with the organization play crucial roles in translating servant leadership’s effects to subordinate’s coworker-oriented OCBs and turnover intention. However, the occurrence of the two identifications seems to be not parallel but in sequence (i.e. pointing from identification with the supervisor to identification with the organization). In addition, results show that servant leadership’s ability to reduce subordinate’s fear of being close to the immediate supervisor is an equally significant route through which subordinate’s identification with the organization can be established. Originality/value – The research has extended the literature and provided a nuanced explanation of the identification processes underlying servant leadership. The differentiation between relational identification with supervisor and collective identification with organization has shed light on a socialization mechanism through which subordinates come to demonstrate other-oriented service behavior and choose not to leave the organization. Additionally, the way that servant leadership helps eliminate subordinate’s fear in a supervisory relationship has proved to be in-negligible in enhancing organizational identification.

Can the sense of ta’awun behavior reduce voluntarily job turnover in Indonesia?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ken Sudarti ◽  
Olivia Fachrunnisa ◽  
Alifah Ratnawati
Keyword(s):  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Structural Equation ◽  
Voluntary Turnover ◽  
Job Embeddedness ◽  
Equation Model ◽  
Citizenship Behavior ◽  
Content Type

Purpose This study aims to examine the role of ta’awun in reducing voluntary turnover intention. The authors defined ta’awun as the willingness to help colleagues without being asked and expecting rewards as promised by Islam. Also, the antecedent variables of organizational identification and job embeddedness are used to predict ta’awun. Design/methodology/approach This study used 216 respondents from Islamic Universities in Indonesia. Structural equation model was used to analyze data and test the empirical model. Findings Job embeddedness and organizational identification can improve ta’awun behavior. Ta’awun behavior has also been proven to be able to reduce voluntary turnover intention as well as successfully mediating the relationship between job embeddedness and organizational identification with voluntary turnover intention. Research limitations/implications Ta’awun enriches organizational citizenship behavior (OCB) studies which are intervened with Islamic values. The questionnaire given to respondents are very susceptible for self-response bias so that this type of bias influences the conclusion. Thus, consistency of results can be retested in several different objects. Practical implications Organizations need to consider the factor of religiosity when recruiting employees. HRM practices need to be encouraged to create organizational identification through pride in the organization to reduce voluntary turnover intention through ta’awun behavior. Originality/value The Ta’awun concept is a refinement of the previously existing concept, which is OCB. Orientation in the world and the hereafter that underlies this ta’awun behavior is more effective in reducing the intention of voluntary displacement.

The influence of servant leadership on employees' outcomes via job embeddedness in hospitality industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Qamar Zia ◽  
Muhammad Naveed ◽  
Muhammad Adnan Bashir ◽  
Asif Iqbal
Keyword(s):  
Servant Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Work Outcomes ◽  
Citizenship Behavior ◽  
Hotel Management ◽  
Content Type

PurposeDrawing from social exchange theory, the purpose of this study is to investigate the influence of servant leadership on organizational citizenship behavior, turnover intentions and work performance through mediating role of job embeddedness.Design/methodology/approachThe data were gathered from 252 frontline employees of Pakistan's hotel industry in two-time lags with an interval of two months by using purposive sampling. PLS-SEM was applied for the analysis of data and hypothesis testing.FindingsThe study ascertained that job embeddedness is a potent mediator between the nexus of servant leadership and aforementioned work outcomes. The study results portray that servant leadership promotes job embeddedness, OCB, work performance and reduces turnover intentions.Research limitations/implicationsHotel management can use job embeddedness to boost servant leadership and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' organizational citizenship behavior and work performance.Practical implicationsHotel management can use job embeddedness to boost OCB, work performance and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' citizenship behavior and work performance.Originality/valueThere are numerous calls for research to ascertain as well as sparse literature available whether job embeddedness act as a mediator in the nexus of servant leadership and work outcomes or not. The current study fills these voids and contributes to the literature by empirically examining the mechanism of job embeddedness between servant leadership and the work outcomes.

Servant leadership, organizational identification and turnover intention: an empirical study in hospitals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunil P. Omanwar ◽  
Rakesh Kumar Agrawal
Keyword(s):  
Servant Leadership ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Service Sector ◽  
Turnover Intentions ◽  
Well Being ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Using Data

Purpose This paper aims to study the relationship between servant leadership (SL), employee turnover intention (TI) and organizational identification (OI) in hospitals. Design/methodology/approach The study uses a quantitative approach to investigate the relationships between SL, OI and TI, using data collected from a sample of 266 front-facing employees in a private Indian hospital setup. Structural equation modeling is used to analyze the data and test the hypotheses. Findings The findings reveal that servant leadership has a positive relationship with organizational identification and negatively impacts turnover intentions of the front-facing employee. Further, the study also reveals, contrary to expectations, organizational identification has no significant mediating effect between servant leadership and turnover intentions. Research limitations/implications This research is limited to front-facing employees in hospitals and the study may be extended to other industries in the service sector. Future studies may consider other mediating and moderating variables to fully understand the mechanism of impact of servant leadership on turnover intention. Multi-level studies can also be carried out. Practical implications With the ever-increasing expectations for better patient care, robust leadership models have required that address front-facing employee’s well-being, enabling their attention toward patients. This paper provides the impetus for the development and adoption of servant leadership specifically within hospitals and the service sector. Originality/value This study is one of the few studies that empirically examines servant leadership in the health-care domain. The study also contributes to the extant literature on servant leadership by empirically examining the mediation effect of organizational identification between SL and TI. To the authors’ best of knowledge, this study may be the first of its kind, providing evidence of servant leadership’s impact on turnover intention and organizational identification in hospitals using data from the Indian context.

scholarly journals Transformational leadership and employee outcomes: the mediating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Saira Saira ◽  
Sadia Mansoor ◽  
Muhammad Ali
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Psychological Empowerment ◽  
Mediating Effect ◽  
Citizenship Behavior ◽  
Employee Outcomes ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to empirically test the mediating effect of psychological empowerment in the relationship between transformational leadership and two employee outcomes: organizational citizenship behavior and turnover intention.Design/methodology/approachThe data were collected from 316 employees working in the textile industry to empirically test the proposed model.FindingsThe findings of this study indicate that psychological empowerment mediates the relationship between transformational leadership and both employee outcomes of organizational citizenship behavior and turnover intention.Research limitations/implicationsThis study suggests that organizations aiming to minimize turnover intention among employees should develop a transformational leadership style at the managerial level to enhance psychological empowerment among employees, which, in turn, will also improve organizational citizenship behavior.Originality/valueThis study proposes and tests the indirect effect of transformational leadership on organizational citizenship behavior and turnover intention via psychological empowerment.

The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention

2019 ◽  
Vol 57 (3) ◽  
pp. 583-605 ◽  
Author(s):  
Raad Abdulkareem Shareef ◽  
Tarik Atan
Keyword(s):  
Intrinsic Motivation ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Citizenship Behavior ◽  
Content Type ◽  
Mediating Role

PurposeThe purpose of this paper is to examine the effect of ethical leadership on followers’ organizational citizenship behavior (OCB) and turnover intention and to examine the mediating role of intrinsic motivation in the relationships.Design/methodology/approachThe study employed a quantitative research method with a sample of 351 supervisor–subordinate dyads in three large public universities in the Kurdistan Region of Iraq. The statistical analysis was conducted using Statistical Package for Social Science software, through multiple regression analyses to test the research hypotheses.FindingsThe results indicated that ethical leadership positively related to OCB and negatively related to turnover intentions. The results also showed that intrinsic motivation fully mediates the relationship between ethical leadership, OCB, and turnover intentions.Originality/valueThis study recognized the gap in the literature, and it contributes to the body of knowledge through an examination of the mediating role of intrinsic motivation between ethical leadership, OCB and turnover intention, relying on the cognitive evaluation theory.

Transformational leadership as a factor that decreases turnover intention: a mediation of work stress and organizational citizenship behavior

2020 ◽  
Vol 32 (6) ◽  
pp. 1395-1412
Author(s):  
Vinno Petrus Manoppo
Keyword(s):  
Transformational Leadership ◽  
Work Stress ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Citizenship Behavior ◽  
Survey Method ◽  
Content Type ◽  
Relationship Of ◽  
Different Cultures

PurposeThe purpose of this research is to examining the effect of transformational leadership on work stress, organizational citizenship behavior (OCB) and turnover intention, examining the effect of work stress on OCB and turnover intention and examining the effect of OCB on turnover intention.Design/methodology/approachData were collected using the survey method, with questionnaires and data analysis were done employing the WarpPLS with two approaches. This research finds the results of this study indicate that the higher the transformational leadership, the lower the work stress will be. The positive significant relationship might be because of direction or command given by the leaders to nurses at each meeting held regularly.FindingsThe results of this study indicate that the higher transformational leadership, the lower the turnover intention will be even though it is not significant. The results of this study indicate that the higher the work stress, the lower the OCB, although not significant.Originality/valuePrevious studies have not examined the relationship of the variables mentioned above, especially in Manado where the respondents have different cultures.

Motivating language as a mediator between servant leadership and employee outcomes

2015 ◽  
Vol 38 (12) ◽  
pp. 1234-1250 ◽  
Author(s):  
Sandra Gutierrez-Wirsching ◽  
Jacqueline Mayfield ◽  
Milton Mayfield ◽  
Wei Wang
Keyword(s):  
Servant Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Positive Impact ◽  
Citizenship Behavior ◽  
Servant Leaders ◽  
Content Type ◽  
Positive Effects ◽  
Proposed Model ◽  
Motivating Language

Purpose – The purpose of this paper is to propose motivating language as a mediator to increase the positive effects of servant leadership on subordinates’ outcomes. The authors propose that motivating language acts as a mediator to transmit servant leadership traits and enhances the positive impact that servant leadership verbal behavior has on employees’ performance. Design/methodology/approach – By developing a conceptual model, the authors propose a connection between servant leadership and motivating language. Findings – In the proposed model, motivating language acts as a full and a partial mediator. The authors further categorize three distinct outcome sets that should be improved from this relationship. The first set includes improved worker performance, job satisfaction, absenteeism and worker innovation. The second set is composed of self-efficacy, organizational citizenship behavior and employee commitment. Finally, the third set includes trust, satisfaction with the leader and inspiration to become servant leaders. Research limitations/implications – Empirical research needs to be conducted to test this model. Practical implications – The positive effects of servant leadership through the use of motivating language could be operationalized in multiple ways. First, potential servant leaders could take the well-established, reliable and valid motivating language scale to diagnostically identify their leader-member communication strengths and weaknesses. Then, tailored motivating language trainings could be implemented which target motivating language weaknesses and key strategic outcomes in the proposed model. Furthermore, motivating language training would be a valuable instrument for transmission of a servant leadership culture. Social implications – Servant leadership style responds to the demand for positive ethical behavior that is much needed during these times when emphasis is given to profitability and lack of concern for people is the norm rather than the exception. It is also synchronized with the current benefits of organizational citizenship behaviors that have recently emerged in the field of managerial research. Originality/value – This paper aims at addressing a gap in the literature by developing a model of how leader strategic language, namely, motivating language, mediates between servant leadership and worker outcomes.

Protecting healthcare through organizational support to reduce turnover intention

2018 ◽  
Vol 11 (1) ◽  
pp. 4-12 ◽  
Author(s):  
Talat Islam ◽  
Ghulam Ali ◽  
Ishfaq Ahmed
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Psychological Contract ◽  
Turnover Intention ◽  
Structural Equation ◽  
Sampling Technique ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type

Purpose Nursing profession is facing the problem of turnover across the globe. The purpose of this paper is to identify the mechanism through which organizational support helps nurses to reduce their turnover intention (TI). Design/methodology/approach Data from 324 nurses were collected using a questionnaire-based survey on the basis of a convenience sampling technique. Findings The results generated using structural equation modeling have confirmed the mediating role of organizational commitment and citizenship behavior between perceived organizational support (POS) and TI. In addition, psychological contract (PC) breach was found to weaken the positive association between POS and citizenship behavior. Originality/value This study adds to the previous studies by incorporating organizational citizenship behavior as a mediator between POS and TI and PC breach as a moderator between POS and citizenship behavior using social exchange and job-demand-resource theories.

How firms can achieve positive employee outcomes

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Turnover Intention ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Willingness To Engage

Purpose Turnover intention remains an issue for many firms but can be effectively reduced if a transformational leadership style is adopted. Psychological empowerment of employees by such leaders helps increase both loyalty to the firm and willingness to engage in organizational citizenship behavior. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Turnover intention remains an issue for many firms but can be effectively reduced if a transformational leadership style is adopted. Psychological empowerment of employees by such leaders helps increase both loyalty to the firm and willingness to engage in organizational citizenship behavior. Originality/value The briefing saves busy executives and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Servant leadership and organizational citizenship behavior

2020 ◽  
Vol 32 (6) ◽  
pp. 2035-2053
Author(s):  
Dioni Elche ◽  
Pablo Ruiz-Palomino ◽  
Jorge Linuesa-Langreo
Keyword(s):  
Servant Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Citizenship Behavior ◽  
Service Climate ◽  
Group Level ◽  
Content Type ◽  
Individual Level ◽  
Mediating Role ◽  
The Relationship

Purpose This paper aims to process underlying the relationship between supervisor servant leadership and employee organizational citizenship behavior (OCB) in hotels. Specifically, it analyzes the mediating role of empathy – individual level – and service climate – group level – in the relationship between supervisor servant leadership and employee OCB. Design/methodology/approach The empirical analysis uses original data on hotels located in historic cities in Spain. A survey provided a sample of 343 work-group-level (supervisors) and 835 individual-level (employee) from a sample of 171 hotels. Findings The most interesting finding is the indirect effect of supervisor servant leadership on employee OCB through the mediating role of both employee empathy – individual level – and group service climate – group level. Practical implications The findings suggest that hotel supervisors should adopt servant leadership to enhance OCB in their workgroups. This paper also provides insights into other ways to increase employee OCB, namely, through human resources initiatives that enhance employee empathy and shape a service climate within groups. Originality/value This paper is one of the few that analyzes the relationships between supervisor servant leadership, employee empathy, group service climate and employee OCB in a unifying cross-level model. It is also the first to analyze employee empathy as a positive outcome of supervisor servant leadership, as well as a mechanism to explain the relationship between servant leadership and employee OCB. Finally, it is one of the few studies that analyzes all these relationships in conjunction within the hospitality industry.

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