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Servant leadership and employee voice behavior: the role of employee work reflection and employee proactive personality.

ABSTRACT: Despite the recent proliferation of scholarly investigations on servant leadership, clarity remains elusive regarding the specific mechanisms and conditions underpinning employee cognitive processes and their responses to servant leadership. Drawing upon social cognitive theory, proposes a moderated mediation model tested through a time-lagged field data from 489 employees in Study 1 and an experimental data in Study 2. We found that servant leadership indirectly enhances employee voice behavior through increased employee work reflection. Additionally, we considered employee proactive personality as a boundary condition for the positive effect of servant leadership. Our results show that servant leadership prompts employee work reflection only when the level of employee proactive personality is high, which in turn increases employee voice behavior. This study presents significant theoretical and practical implications through the integration of social cognitive theory with servant leadership research.

SUBMITTER: Xu Z

PROVIDER: S-EPMC11317245 | biostudies-literature | 2024

REPOSITORIES: biostudies-literature

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Servant leadership and employee voice behavior: the role of employee work reflection and employee proactive personality.

Xu Zelei Z Gu Yu Y Wang Hongyu H Liu Lili L

Frontiers in psychology 20240729

Despite the recent proliferation of scholarly investigations on servant leadership, clarity remains elusive regarding the specific mechanisms and conditions underpinning employee cognitive processes and their responses to servant leadership. Drawing upon social cognitive theory, proposes a moderated mediation model tested through a time-lagged field data from 489 employees in Study 1 and an experimental data in Study 2. We found that servant leadership indirectly enhances employee voice behavior ...[more]

PMID: 39135862

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Project description:Purpose:The purpose of this study is to develop and validate a Japanese version of the Servant Leadership Scale and to clarify the relationship between servant leadership (SL) and well-being among Japanese workers. Methods:After the Japanese version of the SLS (SLS-J) and of its short form (SLS-J-short) were developed in conformity with the guidelines (Wild et al., 2005), a web-based survey was administered to 516 Japanese employees (20 or older and have a supervisor). Confirmatory factor analysis (CFA) was conducted to evaluate a construct validation of the SLS-J and the SLS-J-short. Convergent validity was estimated with theoretically related constructs (e.g., transformational leadership, supervisory support, and interpersonal justice) and potential consequences of SL (e.g., affective commitment, work engagement, job satisfaction, organizational citizenship behavior (OCB), psychological distress, and work performance). Intraclass correlation coefficient (ICC) using the test-retest method was conducted with 104 of the initial respondents to assess internal consistency reliability. Additionally, the effects of SL on employees' work engagement and the mediating role of employees' affective commitment were estimated. Results:CFA confirmed that an eight-factor model (SLS-J) and a five-factor model (SLS-J-short) had the most satisfactory fits for the two scales with Japanese workers. Tests of convergent validity and reliability showed sufficiency for each of the dimensions of SLS-J and SLS-J-short. Additionally, it was revealed that SL has an impact on employees' work engagement through a mediation of affective commitment at a cross-sectional level, and the indirect association between SL and work engagement via affective commitment remained afterward. Conclusion:SLS-J and SLS-J-short were confirmed to have good reliability and validity for Japanese workers. Also, this study found that SL has an important role in enhancing the engagement of workers.

Dataset Information

Servant leadership and employee voice behavior: the role of employee work reflection and employee proactive personality.

Publications

Servant leadership and employee voice behavior: the role of employee work reflection and employee proactive personality.

Similar Datasets

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