The Effect of Servant Leadership Differentiation on 
Team Performance: Examining the Mechanisms

Chang Su

doi:10.70711/memf.v2i5.6093

The Effect of Servant Leadership Differentiation on Team Performance: Examining the Mechanisms

Chang Su

Abstract

This study is a proposal to investigate why and when servant leadership differentiation has influences on followers team-level outcomes. Specifically, drawing on fairness heuristic theory, the present study proposes that servant leadership differentiation is negatively related
to team task performance and team organizational citizenship behavior; overall fairness perception of supervisor mediates the relationships;
within-team competition climate moderates the relationships such that when within-team competition climate is higher, the negative relationships are stronger.

Keywords

Servant leadership; Team performance; Fairness heuristic theory; Within-team competition climate

Full Text:

PDF

Included Database

References

[1] Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.

[2] Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and

multi-level assessment. Leadership Quarterly, 19(2): 161-177.

[3] Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unitlevel organizational citizenship behavior. Personnel Psychology, 57(1): 61-94.

[4] Lind, E. A. (2001). Fairness heuristic theory: Justice judgments as pivotal cognitions in organizational relations. In J. Greenberg & R.

Cropanzano (Eds.), Advances in organization justice (pp. 5688). Stanford University Press.

DOI: http://dx.doi.org/10.70711/memf.v2i5.6093

Refbacks

There are currently no refbacks.