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Communal solidarity in extreme environments: The role of servant leadership and social resources in building serving culture and service performance

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  • Christensen-Salem, Amanda
  • Zanini, Marco Tulio F.
  • Walumbwa, Fred O.
  • Parente, Ronaldo
  • Peat, Daniel M.
  • Perrmann-Graham, Jaclyn

Abstract

Research on extreme environments has highlighted the necessity of having response teams that serve both the community and team. Though researchers have discussed the need for “unit solidarity” or a “communal code,” our research is among the first to examine communal solidarity—that is, the building of unity in both the community and the team by serving both, which we operationalize as team serving culture—in an extreme environment. We use social resource theory to develop a model whereby serving culture starts with department level servant leadership. We theorize that department servant leadership influences team leader servant leadership, which enhances social resources including trust in team leader, trust in team, and team cohesion, which then translate into serving culture and team service performance in an extreme setting. We test our model with a sample of 344 officers and 104 leaders enlisted in Brazil’s Special Operations Police.

Suggested Citation

  • Christensen-Salem, Amanda & Zanini, Marco Tulio F. & Walumbwa, Fred O. & Parente, Ronaldo & Peat, Daniel M. & Perrmann-Graham, Jaclyn, 2021. "Communal solidarity in extreme environments: The role of servant leadership and social resources in building serving culture and service performance," Journal of Business Research, Elsevier, vol. 135(C), pages 829-839.
    • Handle: RePEc:eee:jbrese:v:135:y:2021:i:c:p:829-839
    DOI: 10.1016/j.jbusres.2021.07.017
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    References listed on IDEAS

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    1. Tony Simons, 2002. "Behavioral Integrity: The Perceived Alignment Between Managers' Words and Deeds as a Research Focus," Organization Science, INFORMS, vol. 13(1), pages 18-35, February.
    2. Tekleab, Amanuel G. & Karaca, Ayse & Quigley, Narda R. & Tsang, Eric W.K., 2016. "Re-examining the functional diversity–performance relationship: The roles of behavioral integration, team cohesion, and team learning," Journal of Business Research, Elsevier, vol. 69(9), pages 3500-3507.
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    Cited by:

    1. Marco Ferreira Ribeiro & Carla Gomes da Costa & Filipe R. Ramos, 2024. "Exploring Purpose-Driven Leadership: Theoretical Foundations, Mechanisms, and Impacts in Organizational Context," Administrative Sciences, MDPI, vol. 14(7), pages 1-33, July.
    2. Chad A. Hartnell & Amanda Christensen-Salem & Fred O. Walumbwa & Derek J. Stotler & Flora F. T. Chiang & Thomas A. Birtch, 2023. "Manufacturing Motivation in the Mundane: Servant Leadership’s Influence on Employees’ Intrinsic Motivation and Performance," Journal of Business Ethics, Springer, vol. 188(3), pages 533-552, December.

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