The influence of servant leadership, trust in leader and thriving on employee creativity

2017 ◽  
Vol 38 (1) ◽  
pp. 2-21 ◽  
Author(s):  
Neeraj Kumar Jaiswal ◽  
Rajib Lochan Dhar
Keyword(s):  
Servant Leadership ◽  
Servant Leaders ◽  
Employee Creativity ◽  
Content Type ◽  
Creative Behavior ◽  
Mediating Role ◽  
Proposed Model ◽  
Trust In Leaders ◽  
Trust In Leader

Purpose The purpose of this paper is to investigate how servant leadership, trust in leader and thriving drive employee creativity. Design/methodology/approach Using a dyadic sample of 48 teams (each team comprising a supervisor and the subordinates under him), the authors investigated the role of servant leadership in predicting employee creativity, the mediating role of trust in leader and interactive role of thriving therein. Findings Findings of the study revealed that servant leaders instilled trust within followers, which acted as a mediator in predicting creativity. Further, thriving was found to act as a moderator that influenced the relationship between trust in leader and employee creativity. Findings also indicated that thriving employees exhibited a greater degree of creative behavior when they trusted their leader. Research limitations/implications Based on these findings, the study draws the attention of managers toward the role of servant leadership, trust in leaders and thriving in promoting employee creativity. Originality/value This is one of the first studies to integrate servant leadership, trust in leader, thriving and creative behavior into a single theoretical model. The study further provides evidence to validate the proposed model in context of predicting employee creativity.

Servant leadership and organizational deviant behaviour: interpreting some contradictory results from public sector of Pakistan

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amjad Iqbal ◽  
Iftikhar Ahmad ◽  
Khawaja Fawad Latif
Keyword(s):  
Public Sector ◽  
Servant Leadership ◽  
Self Efficacy ◽  
Deviant Behaviour ◽  
Content Type ◽  
Mediating Role ◽  
Public Sector Organizations ◽  
The Relationship ◽  
Trust In Leader

PurposeThis study aims at ascertaining the relationship between servant leadership and employees’ organizational deviant behaviour in public sector organizations of Pakistan. Drawing on social cognitive and social exchange theories, this research also proposes to determine the mediating role of self-efficacy and trust in leader in this relationship.Design/methodology/approachUsing convenience sampling method, three-wave time-lagged data were collected from 204 employees working in secretariats of two federal ministries in Pakistan.FindingsThe results derived from partial least squares structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.9 software revealed that servant leadership is not negatively related to employee organizational deviant behaviour. Although the findings indicate that servant leadership is positively related to employee self-efficacy and trust in leader, these factors do not mediate the relationship between servant leadership and organizational deviant behaviour.Practical implicationsEmpirical evidence of this research emphasizes the role of servant leadership in fostering employees’ trust and self-efficacy. Additionally, this research suggests that alongside servant leadership, a moral climate and fairness in organizational policies and decisions are also inevitable to prompt employees to feel obligated to reduce undesirable workplace behaviours, particularly in public sector organizations.Originality/valueThis is amongst the earlier studies that investigates the association between servant leadership and organizational deviant behaviour of public sector employees in a developing context and examines the mediating role of trust in leader and self-efficacy simultaneously. Being contradictory to the underlying theories, findings of this research open the debate on effectiveness of servant leadership in public sector organizations of developing countries and expose avenues for future research.

Innovation with flow at work: exploring the role of servant leadership in affecting innovative work behavior through flow at work

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Syed Saad Ahmed ◽  
Tahir Islam ◽  
Essa Khan
Keyword(s):  
Servant Leadership ◽  
Structural Model ◽  
Measurement Model ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
Flow At Work

PurposeThis study aims to ascertain the role of servant leadership in inducing flow at work. The study, along with confirming the relation between flow at work and innovative work behavior (IWB), intends to explore the mediating role flow at work plays in relating servant leadership to IWB.Design/methodology/approachThe data collection was conducted through an interviewee-administered questionnaire in three waves that were four weeks apart. The data were collected from 267 respondents. To run the measurement model and structural model, Smart-PLS was used, and Statistical Product and Service Solutions (SPSS) was used to summarize the demographic information and conduct hierarchal regression.FindingsServant leadership is related to flow at work. Additionally, flow at work is related to IWB. Finally, flow at work mediates the relationship between servant leadership and IWB.Originality/valueThe study found servant leadership is related to flow at work. Moreover, the study unearthed the relation between flow at work and IWB. Finally, the study unveiled that flow at work acts as a mediator between servant leadership and IWB.

The influence of leader empowerment behaviour on employee creativity

2020 ◽  
Vol 58 (12) ◽  
pp. 2681-2703 ◽  
Author(s):  
Xuemei Liu ◽  
Zhiwei Zhu ◽  
Zheng Liu ◽  
Chunyan Fu
Keyword(s):  
Cognitive Flexibility ◽  
Construal Level Theory ◽  
Moderating Effect ◽  
Theory And Practice ◽  
Construal Level ◽  
Employee Creativity ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

PurposeThis study, based on construal level theory, aims to examine the influential mechanism of leader empowerment behaviour on employee creativity. Specifically, it examines the mediating role of cognitive flexibility between leader empowerment behaviour and employee creativity, along with the moderating effect of consideration of future consequences (CFC) on this linkage.Design/methodology/approachA two time-point survey study (n = 214) was conducted to collect information from leaders and employees in terms of mutual evaluation in several Chinese industries. To effectively avoid common source bias, this survey was conducted through pairing leaders and employees. During the survey, the supervisors and subordinates were double-blinded. Correlation analysis and hierarchical regression analysis were used to test the research hypotheses.FindingsFirstly, leader empowerment behaviour can significantly predict employee creativity. Second, cognitive flexibility plays a partial mediating role in the linkage between leader empowerment behaviour and employee creativity. Thirdly, CFC moderates the relationship between leadership empowerment behaviour and cognitive flexibility. The mediating role of cognitive flexibility underlies the overall moderating effect of CFC on the relationship between leader empowerment behaviour and employee creativity.Research limitations/implicationsWe used construal level theory to explain the influence of the mechanism of leader empowerment behaviour on employee creativity. In this manner, this study bridges the gap between theory and practice, as well as enriching the research on leader empowerment behaviour and employee creativity, especially in the Chinese context. Moreover, our study has several practical managerial implications, based on the importance of employee creativity. It inspires the implementation of leader empowerment behaviour, cultivation of employee creativity and introduction of several procedures.Originality/valueThis paper discusses the influential mechanism of leader empowerment behaviour on employee creativity from a new perspective and explains the process of encouraging employee creativity through information-processing methods. It mainly highlights the application of construal level theory to discuss employee creativity and develops a new research frame for employee creativity. Leaders can raise employee creativity through leader empowerment behaviour.

Leading the innovation: role of trust and job crafting as sequential mediators relating servant leadership and innovative work behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Tahir Islam
Keyword(s):  
Servant Leadership ◽  
Structural Equation ◽  
Work Behavior ◽  
Job Crafting ◽  
Equation Modeling ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work

PurposeThe purpose of the study is to ascertain the role of servant leadership in causing innovative work behavior. The study also examines the mediating role of job crafting and sequential mediating role of trust and job crafting between servant leadership and innovative work behavior.Design/methodology/approachThe data were collected from 258 knowledge workers employed in software houses in Pakistan through survey design. The data analysis was done through structural equation modeling.FindingsThe results of the analysis of 258 respondents show that servant leadership is related with trust, job crafting and innovative work behavior. The mediation analysis revealed that job crafting mediates the relation between servant leadership and innovative work behavior. Finally, the relation between servant leadership and innovative work behavior was found to be sequentially mediated by trust and job crafting.Originality/valueThe current study contributes to delineating the linking mechanism between servant leadership and innovative work behavior. The main contributions of the study are exploring the mediating role of job crafting along with the sequential mediating role of trust and job crafting.

A multilevel study on servant leadership, job boredom and job crafting

2018 ◽  
Vol 33 (1) ◽  
pp. 2-14 ◽  
Author(s):  
Lotta K. Harju ◽  
Wilmar B. Schaufeli ◽  
Jari J. Hakanen
Keyword(s):  
Servant Leadership ◽  
Design Methodology ◽  
Job Crafting ◽  
Moderating Effects ◽  
Content Type ◽  
Individual Level ◽  
Mediating Role ◽  
Perceptions Of Leadership ◽  
Level Effect

Purpose The purpose of this paper is to examine cross-level effects of team-level servant leadership on job boredom and the mediating role of job crafting. Cross-level moderating effects of team-level servant leadership were also investigated. Design/methodology/approach This longitudinal study employed a multilevel design in a sample of 237 employees, clustered into 47 teams. Servant leadership was aggregated to the team-level to examine the effects of shared perceptions of leadership at T1 on individual-level outcome, namely job boredom, at T2. In addition, mediation analysis was used to test whether team-level servant leadership at T1 can protect followers from job boredom at T2 by fostering job crafting at T2. Cross-level moderating effects of team-level servant leadership at T1 on the relation between job crafting at T2 and job boredom at T2 were also modeled. Findings Job crafting at T2 mediated the cross-level effect of team-level servant leadership at T1 on job boredom at T2. Research limitations/implications The findings suggest that team-level servant leadership predicts less job boredom by boosting job crafting. Originality/value This study is the first to assess the effects of servant leadership on job boredom and the mediating role of job crafting. This paper examines job boredom in a multilevel design, thus extending knowledge on its contextual components.

scholarly journals Brand experience and brand attachment as drivers of WOM in hospitality

2020 ◽  
Vol 24 (2) ◽  
pp. 231-246
Author(s):  
Mónica Gómez-Suárez ◽  
Mónica Veloso
Keyword(s):  
Online Survey ◽  
Structural Equations ◽  
Brand Experience ◽  
Emotional Attachment ◽  
Content Type ◽  
Four Dimensions ◽  
Mediating Role ◽  
Proposed Model ◽  
The Impact

Purpose The purpose of this paper is to develop a model to measure the impact of brand experience in the hotel industry, on word-of-mouth (WOM) recommendations while accounting for the possible mediating role of people’s emotional attachment with the brand. Design/methodology/approach Data were collected through an online survey of 416 hotel customers. The proposed model was tested with structural equations modelling (SEM). Findings The results suggest that brand experience in the hotel sector is a consequence of four dimensions: location, ambience, staff and Web, in that order of influence. In addition, the study confirms the mediating role of emotional attachment in the relationship between experience and WOM recommendations. However, the experience itself has a greater direct impact than the attachment. Practical implications By knowing the dimensions that comprise the hotel brand experience, managers can design more impactful experiences that create strong links with guests, thereby increasing WOM recommendations. Originality/value This paper enriches the existing literature on brand experience in the hospitality sector and provides evidence of the mediating role of emotional bonding. Previous research has proven that linking is a consequence of experience, but not yet examined its mediating role.

My meaning is my engagement: exploring the mediating role of meaning between servant leadership and work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Syed Saad Ahmed ◽  
Tahir Islam ◽  
Essa Khan ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Work Engagement ◽  
Structural Equation ◽  
Service Sector ◽  
Survey Design ◽  
Equation Modeling ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

PurposeThe purpose of the study is to ascertain the mediating role of meaning between servant leadership and work engagement. The study also explores the relationship between servant leadership and work engagement.Design/methodology/approachThe data were collected from 704 service sector employees working in Pakistan through survey design. The data analysis was done through structural equation modeling using PLS-Smart and hierarchical regression using SPSS.FindingsThe results revealed that servant leadership was related to meaning and work engagement. Moreover, meaning was found to be related to work engagement. Finally, meaning was found to mediate the relationship between servant leadership and work engagement.Originality/valueThe research has ascertained the previously unexplored mediating role of meaning between servant leadership and work engagement.

scholarly journals Effects of team unlearning on employee creativity

2018 ◽  
Vol 30 (7) ◽  
pp. 531-544 ◽  
Author(s):  
Makoto Matsuo
Keyword(s):  
Design Methodology ◽  
Positive Influence ◽  
Research Model ◽  
Employee Creativity ◽  
Manufacturing Firm ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Practical Implications

Purpose Although unlearning is considered an essential step for creativity, little is known about the relationship between team unlearning and employee creativity. The purpose of this study was to investigate the mediating role of individual reflection between team unlearning and employee creativity. Design/methodology/approach The research model was tested using multisource survey data from 164 employees in 28 teams at a manufacturing firm and a service firm. Findings The results of the multilevel analyses indicated that team unlearning had a positive influence on supervisor-rated employee creativity, fully mediated by individual reflection. Practical implications It should be noted that employee creativity is not automatically enhanced through team unlearning. Managers should encourage members to reflect on their work practices following team-unlearning exercises for the purpose of enhancing their creativity. Originality/value The findings contribute to the existing literature by demonstrating that reflective practices play significant roles in linking team unlearning with employee creativity. This study explored preceding literature examining employee creativity in terms of the unlearning process.

Servant leadership and followership creativity

2017 ◽  
Vol 38 (2) ◽  
pp. 178-193 ◽  
Author(s):  
Wallace Alexander Williams ◽  
Randolph-Seng Brandon ◽  
Mario Hayek ◽  
Stephanie Pane Haden ◽  
Guclu Atinc
Keyword(s):  
Data Collection ◽  
Servant Leadership ◽  
Undergraduate Students ◽  
Empirical Studies ◽  
Political Skill ◽  
Workplace Spirituality ◽  
Servant Leaders ◽  
Employee Creativity ◽  
Content Type ◽  
Conceptual Skills

Purpose The purpose of this paper is to examine how servant leadership and political skill combine to impact workplace spirituality and employee creativity. Design/methodology/approach Participants were working adults recruited by graduate and undergraduate students from a US public regional comprehensive university. Data were collected across three time periods, with a final sample size of 280 participants. Findings The authors’ findings suggest that servant leaders impact employee creativity by fostering an environment that promotes workplace spirituality. Furthermore, this relationship is strengthened to the extent that the servant leader possesses high levels of political skill. Research limitations/implications This study provides a foundation for the interplay between servant leadership and political skill. Therefore, the data collection procedures undertaken in this study (i.e. from sources in multiple organizations) are beneficial. A limitation to this study is the use of a single informant to measure all of the constructs, which may cause a bias in the results. Practical implications This study provides a foundation for the interplay between servant leadership and political skill. Therefore, the data collection procedures undertaken in this study (i.e. from sources in multiple organizations) are beneficial. Originality/value Although servant leadership research continues to receive increased attention in the extant literature, researchers have tended to focus on the relational aspects of servant leadership. Curiously, the “leader” side of servant leadership has been largely neglected. As a result, some have questioned the construct as a viable leadership model. Greenleaf (1977), however, noted that servant leaders also possess conceptual skills; yet, these skills are rarely included in servant leadership measurements or empirical studies. The authors argue that political skill captures the essence of these abilities, and that including it strengthens the servant leader’s impact on workplace spirituality, ultimately influencing employee creativity.

The effect of servant leadership on employee turnover in SMEs in Nigeria: the role of career growth potential and employee voice

2020 ◽  
Vol 27 (6) ◽  
pp. 885-904
Author(s):  
Okechukwu Ethelbert Amah ◽  
Kabiru Oyetuunde
Keyword(s):  
Servant Leadership ◽  
Work Environment ◽  
Employee Turnover ◽  
Growth Potential ◽  
Employee Voice ◽  
Servant Leaders ◽  
Cross Sectional ◽  
Content Type ◽  
Career Growth

PurposeEmployee turnover has been established as a major cause of the abysmal performance of SMEs in Nigeria. Hence, the study explored the role of servant leadership and the work climate created by the leader in the reduction of employee turnover in SMEs.Design/methodology/approachThe study involved 1,000 participants drawn from 200 SMEs in the city of Lagos. Cross-sectional data was acquired through questionnaire designed in such a way as to minimise common method variance.FindingsResults indicate that servant leadership reduced employee turnover, and that employee voice and the career growth dimensions partially mediated this relationship. The study variables explained 59% of the variance in employee turnover.Practical implicationsThe paper highlights that SMEs leaders who adopt servant leadership behaviour can reduce employee turnover directly and through the positive work environment they create. SMEs leaders must not only be servant leaders but must ensure that the entire organisation is managed by servant leaders. They achieve this through recruitment and promotion process.Originality/valuePast studies in Nigeria were in the area of government intervention and the effects of turnover on the productivity of SMEs. This appears to be the only paper that studied the effects of leadership on employee turnover in SMEs in Nigeria. This study advances research by studying the effect of servant leadership and the work environment created by leaders on employee turnover. Thus, the study advances past studies by suggesting possible ways to reduce employee turnover and enhancing the needed productivity of SMEs in Nigeria.

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