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When Servant Leaders Inspire Followers to Become Organizational Citizens? Empirical Evidence From Vietnam

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  • Nguyen Phan Hanh Thao
  • Seung-Wan Kang

Abstract

The purpose of this article is to contribute to the existing servant leadership literature, especially at the individual level of analysis in new settings, by examining the potential joint effects of servant leadership, dyadic duration, and job self-efficacy, with organizational citizenship behaviors (OCBs) as the dependent variable. We, after analyzing survey data from 148 leader–follower dyads collected from an engineering venture, find that dyadic duration is a significant moderator of the relationship between servant leadership and OCB. Furthermore, the moderating effect of dyadic duration on the relationship between servant leadership and OCB depends on job self-efficacy, such that the interaction effect is neutralized when job self-efficacy is high rather than low. The findings about interactive effects can provide useful information that will help to better deploy servant leadership in organizations to create positive follower outcomes.

Suggested Citation

  • Nguyen Phan Hanh Thao & Seung-Wan Kang, 2020. "When Servant Leaders Inspire Followers to Become Organizational Citizens? Empirical Evidence From Vietnam," SAGE Open, , vol. 10(1), pages 21582440199, January.
    • Handle: RePEc:sae:sagope:v:10:y:2020:i:1:p:2158244019900184
    DOI: 10.1177/2158244019900184
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    References listed on IDEAS

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    1. Lora Reed & Deborah Vidaver-Cohen & Scott Colwell, 2011. "Erratum to: A New Scale to Measure Executive Servant Leadership: Development, Analysis, and Implications for Research," Journal of Business Ethics, Springer, vol. 101(3), pages 507-508, July.
    2. Lora Reed & Deborah Vidaver-Cohen & Scott Colwell, 2011. "A New Scale to Measure Executive Servant Leadership: Development, Analysis, and Implications for Research," Journal of Business Ethics, Springer, vol. 101(3), pages 415-434, July.
    3. Martin Lacroix & Armin Pircher Verdorfer, 2017. "Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance," Administrative Sciences, MDPI, vol. 7(1), pages 1-11, February.
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    Cited by:

    1. Deborah Ogochi & James Kilika & Truphena Oduol, 2022. "The effect of servant leadership tenets and perceived impact in a community development context," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 11(4), pages 118-130, June.

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