The Impact of Servant Leadership on Trust in Organization, Psychological Ownership, and Resident Engagement

2021 ◽  
Vol 36 (8) ◽  
pp. 59-76
Author(s):  
Deogje Kang ◽  
Jinhee Lee
Keyword(s):  
Servant Leadership ◽  
Psychological Ownership ◽  
The Impact

scholarly journals Does Psychological Ownership of Knowledge Matter? Servant Leadership and Knowledge Hiding in Organizations: AProposed Framework

2018 ◽  
Vol 10 (1(J)) ◽  
pp. 78-85
Author(s):  
Gabriel Oyebanjo OGUNLELA
Keyword(s):  
Servant Leadership ◽  
Organizational Development ◽  
Psychological Ownership ◽  
Competitive Advantages ◽  
Staff Members ◽  
Employee Trust ◽  
Proposed Model ◽  
Employee Incentives ◽  
Knowledge Hiding ◽  
The Impact

Knowledge hiding can have many adverse effects on organizational development, and it is consequently important to look at its various causes, and also the impact such activities haveon targets, perpetrators, and organizations as a whole. Various studies investigate the effects of knowledge hiding on organizations, and the employees surveyed in these studies have identified some of the possible drivers of knowledge hiding to be: a lack of employee trust; poor employee incentives; employee retaliation; employee insecurity; the intentional withholding of knowledge; the workplace environment; a craving for competitive advantage over fellow staff members; and also, feelings of psychological ownership. This paper investigates the influence of servant leadership on knowledge hiding, and proposes a mediating variable: that of the influence of psychological ownership of knowledge on the relationship between servant leadership and knowledge hiding attitudes in staff within organizations. A model is therefore proposed to achieve this, since it could be argued that increased servant leadership, through the psychological ownership of knowledge, can have a positive effect on staff attitudes towards knowledge hiding, and can also be used to encourage them to share knowledge to improve their overall performances, and the competitive advantages of organizations. The proposed model can also be used to assist managers in developing strategies for motivating staff to become more committed to the visions of organizations, in order to improve the performances of both themselves and their organizations overall. 

scholarly journals Does Psychological Ownership of Knowledge Matter? Servant Leadership and Knowledge Hiding in Organizations: AProposed Framework

2018 ◽  
Vol 10 (1) ◽  
pp. 78
Author(s):  
Gabriel Oyebanjo OGUNLELA
Keyword(s):  
Servant Leadership ◽  
Organizational Development ◽  
Psychological Ownership ◽  
Competitive Advantages ◽  
Staff Members ◽  
Employee Trust ◽  
Proposed Model ◽  
Employee Incentives ◽  
Knowledge Hiding ◽  
The Impact

Knowledge hiding can have many adverse effects on organizational development, and it is consequently important to look at its various causes, and also the impact such activities haveon targets, perpetrators, and organizations as a whole. Various studies investigate the effects of knowledge hiding on organizations, and the employees surveyed in these studies have identified some of the possible drivers of knowledge hiding to be: a lack of employee trust; poor employee incentives; employee retaliation; employee insecurity; the intentional withholding of knowledge; the workplace environment; a craving for competitive advantage over fellow staff members; and also, feelings of psychological ownership. This paper investigates the influence of servant leadership on knowledge hiding, and proposes a mediating variable: that of the influence of psychological ownership of knowledge on the relationship between servant leadership and knowledge hiding attitudes in staff within organizations. A model is therefore proposed to achieve this, since it could be argued that increased servant leadership, through the psychological ownership of knowledge, can have a positive effect on staff attitudes towards knowledge hiding, and can also be used to encourage them to share knowledge to improve their overall performances, and the competitive advantages of organizations. The proposed model can also be used to assist managers in developing strategies for motivating staff to become more committed to the visions of organizations, in order to improve the performances of both themselves and their organizations overall. 

Perceptions regarding the impact of Ubuntu and servant leadership on employee engagement in the workplace

2019 ◽  
Vol 16 (1) ◽  
pp. 20-51
Author(s):  
RJ Muller ◽  
EE Smith ◽  
R Lillah
Keyword(s):  
Servant Leadership ◽  
Employee Engagement ◽  
The Impact

scholarly journals The Effect of Servant Leadership on Self-Efficacy and Innovative Behaviour: Verification of the Moderated Mediating Effect of Vocational Calling

2021 ◽  
Vol 11 (2) ◽  
pp. 39
Author(s):  
Yunho Ji ◽  
HyunJoong Yoon
Keyword(s):  
Servant Leadership ◽  
Self Efficacy ◽  
Mediating Effect ◽  
Working Environment ◽  
Non Profit ◽  
Vocational Calling ◽  
Conditional Effect ◽  
Innovative Behaviour ◽  
The Impact ◽  
The Relationship

This study aimed to verify the impact of servant leadership on innovative behaviour in non-governmental organisations (NGOs). It particularly investigated the role of a mediator for self-efficacy in the relationship between servant leadership and innovative behaviour. This study defined the organisational psychology-behaviour mechanism in non-profit organisations by verifying the moderated mediating effect of vocational calling in the relationship between servant leadership, self-efficacy, and innovative behaviour. The 174 pilot samples used in this study comprised community service participants in NGOs. The analysis verified the hypothesis set through causal correlations among four variables using regression analysis and the PROCESS macro developed by Hayes. Vocational calling played a moderating role in the relationship between servant leadership and self-efficacy, and vocational calling had a conditional effect on the impact of servant leadership on innovative behaviour through self-efficacy. Meanwhile, self-efficacy fully mediated servant leadership and innovative behaviour. Based on the verification of the mechanism of organisational psychology-action, this study sought ways to develop the organisation of NGOs and improve the working environment.

The impact of existence of royal family directors on corporate social responsibility reporting: a servant leadership perspective

2019 ◽  
Vol 15 (1) ◽  
pp. 120-136 ◽  
Author(s):  
Abdulsamad Alazzani ◽  
Yaseen Aljanadi ◽  
Obeid Shreim
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Servant Leadership ◽  
Leadership Theory ◽  
Royal Family ◽  
Content Type ◽  
Csr Reporting ◽  
Family Leadership ◽  
Corporate Social ◽  
The Impact

PurposeDrawing on servant leadership theory, this study aims to investigate whether the presence of royal family members on boards of directors impacts corporate social responsibility (CSR) reporting.Design/methodology/approachCSR scores from a Bloomberg database are used and royal family data are collected from annual reports. The required analyses to test the hypotheses of this study have been performed.FindingsThe findings demonstrate a positive relationship between the presence of royal family directors and CSR reporting.Originality/valueThis study seeks to contribute to the literature on servant leadership theory and CSR by highlighting the impact of royal family directors on CSR reporting. This study may also contribute to an understanding of royal family leadership as a predictor of CSR reporting.

scholarly journals PENGARUH SERVANT LEADERSHIP TERHADAP KOMITMEN ORGANISASIONAL DAN KINERJA PEGAWAI (Studi pada Pegawai Negeri Sipil di RSUD Wangaya Kota Denpasar)

2017 ◽  
pp. 2731
Author(s):  
I Gede Hendry Kamanjaya ◽  
Wayan Gede Supartha ◽  
IG.A. Manuati Dewi
Keyword(s):  
Organizational Commitment ◽  
Servant Leadership ◽  
Structural Equation ◽  
Employee Performance ◽  
Equation Model ◽  
Partial Least Square ◽  
Least Square ◽  
Inferential Analysis ◽  
The Impact

This study is focused to analyze the impact of servant leadership on employee performance in relation to the organizational commitment mediation. It is a causality research, providing an explanation and understanding about the impact of servant leadership on employee performance and the impact of servant leadership on organizational commitment. The sample of the research are 90 civil servants in Wangaya General Hospital as the respondents. In this study questionares are used as instuments of the research. Descriptive and inferential analysis were applied as method of analysis and Structural Equation Model-Partial Least Square (SEM-PLS) as a tool. The result is that servant leadership does not have any significant effect on employees performance, servant leadership has a positive and significant effect on organizational commitment, organizational commitment has positive and significant effect on employee performance, and the impact on servant leadership and employee performance through the role of organizational commitment as mediating variable is supported.

scholarly journals Servant leadership, team-based learning and hope and optimism: A sectoral comparative study

2021 ◽  
Vol 52 (1) ◽  
Author(s):  
Anton Grobler ◽  
Aden-Paul Flotman
Keyword(s):  
Servant Leadership ◽  
Empirical Evidence ◽  
Future Orientation ◽  
Well Being ◽  
Total Sample ◽  
Cross Sectional ◽  
Team Based Learning ◽  
The Future ◽  
Private And Public ◽  
The Impact

Purpose: This is an era of unprecedented turbulence. The current coronavirus disease 2019 (Covid-19) global pandemic testifies to this turmoil as, daily, the unknown dynamically unfolds. It is important during challenging times like these that leadership and organisational response enhance a shared positive vision for the future of humanity. This study aimed at determining the role played by servant leadership (SL) in promoting employee well-being, specifically, a positive future expectation in terms of hope and optimism (HO), as well as the impact that team-based learning (TBL) has on this relationship, and whether this is the same for both the private and public sectors.Design/methodology/approach: This study employed an empirical paradigm, using a cross-sectional design and quantitative analysis. The total sample consisted of 1560 participants, with 780 employed in the private and public sector, respectively.Findings/results: The results suggest that both SL and TBL have a significant impact on employees’ HO, with TBL being a mediating variable and with stronger relationships reported for the private sector. Technically, the TBL instrument employed was validated for South African use and the study included a statistical assessment of common method bias, which was found not to skew the results.Practical implications: This study provides further empirical evidence that SL is positively associated with HO. Secondly, the future-mindedness and future-orientation of HO could stimulate adaptive responses during this time of uncertainty and turmoil. Thus, HO, as potential resilience factors, could generate resilience by harnessing opportunities and setbacks both during the Covid-19 pandemic and in its aftermath.Originality/value: The practical value of this article is in the empirical evidence that both the leaders and the organisation have an impact on the employees’ wellness and positive work attitudes.

scholarly journals Social and psychological determination of resonal sense of ownership formation in ontogenesis

2018 ◽  
Vol 21 ◽  
pp. 30-42
Author(s):  
Iryna Hubeladze
Keyword(s):  
Identity Development ◽  
Identity Formation ◽  
Psychological Factors ◽  
Human Life ◽  
Psychological Ownership ◽  
Emotional States ◽  
Depth Level ◽  
Substantive Content ◽  
Sense Of Ownership ◽  
The Impact

The paper deals with the phenomenon of sense of ownership as a socially determined entity, which appears on the basis of an instinctive need for ownership. Sense of ownership is defined as an emotional state of an individual, reflecting subjective evaluative attitudes towards real or abstract ownership targets. Sense of ownership has a number of levels, ranging from feelings to a particular object to more advanced social forms related to social values, ideals and personal attitudes. Sense of ownership is formed, actualized or deactivated during a human life under the influence of various social and psychological factors. The peculiarities of manifestation and stages of sense of ownership formation at different age periods are described in the article. Sociopsychological and political and psychological determinants of formation, actualization or deactivation, leveling or weakening of sense of ownership in ontogenesis are determined. They are motivation of psychological appropriation, group attitude towards ownership, group social and economic identity, development of value-semantic sphere of personality, as well as group values and meanings, collective emotional states, feeling of domination or dependence, intergroup and ingroup comparison, threat of loss of ownership, self-investing, psychological legitimization of ownership possession, and social competition. Sense of ownership can vary phenomenologically depending on the impact of various social and psychological factors, and can play both stimulating and hindering roles in individual identity formation. It can have different modalities, intensity, duration, depth, level of awareness, complexity, substantive content, and various conditions of occurrence, functions performed depending on the situation, different influence on a person, forms and conditions of its development. These determinants can operate in different ways and cause sense of ownership actualization or deactivation depending on the circumstances and stage of life, individual psychological features and his/her social environment. The influence of social and political conflicts on sense of ownership actualization/deactivation is analyzed using the example of internally displaced persons. Key words: sense of ownership, psychological ownership, social and psychological determination, sense of ownership formation, ontogenesis.

The impact of emotional intelligence and servant leadership on employee job satisfaction

2021 ◽  
Vol 13 (2) ◽  
pp. 205-217
Author(s):  
Pallavi Jha ◽  
Sanjay Bhattacharya
Keyword(s):  
Job Satisfaction ◽  
Emotional Intelligence ◽  
Servant Leadership ◽  
Positive Impact ◽  
Pearson Correlation ◽  
Work Productivity ◽  
Content Type ◽  
Significance Level ◽  
Employee Job Satisfaction ◽  
The Impact

Purpose The concept of emotional intelligence (EI) and servant leadership (SL) are two variables that have been essential for the organization leaders to ensure a healthy and happy work–life for their subordinates. The purpose of this study to be conducted was for leaders understand the role EI and SL play in maintaining employee job satisfaction and help them to create engaging environment and bring effectiveness in the work productivity of the assets. Design/methodology/approach Quantitative method was used and a total of 150 people were taken as a sample which consisted of several leaders and their subordinates and an emotional intelligence questionnaire by NHS and SL: multidimensional questionnaire was floated to rate the leaders EI and SL behavior comparing it with the leaders self-rating. The result was analyzed using SPSS, Pearson correlation and regression was used to understand the significance level and reliability of all the independent and dependent variables, respectively. Findings Through correlation and regression, it was found that presence of EI and SL style in a leader plays a huge role in employee job satisfaction. It was also found that EI and SL are the substantial predictor which have positive impact over employee job satisfaction. Originality/value The outcome of the study will help the leaders understand the significance that the EI and SL have in their role to maintain employee job satisfaction, as well as the training and development measures for leaders.

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