It’s Unexpected but Good: Leader Traditionality Fuels Greater Follower Reciprocation to Servant Leadership

IF 9.3 1区管理学 Q1 BUSINESS

Journal of Management Pub Date : 2024-03-19 DOI:10.1177/01492063231221979

Chenwei Liao, Junfeng Wu, Sandy J. Wayne, Robert C. Liden, Lynda Jiwen Song

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引用次数: 0

Abstract

Integrating expectancy violation theory and social exchange theory, we investigate the role of leader traditionality in augmenting the positive effect of servant leadership in promoting follower reciprocation in three studies. In Study 1, we substantiate in an experiment that individuals indeed expect leaders possessing traditional values to be less likely to engage in servant leadership behaviors compared with leaders who are low in traditionality. Further, we test our full model in an experiment (Study 2) and find support for our hypothesis that the relationship between servant leadership, follower trust in the leader, and subsequent follower organizational citizenship behavior is stronger for leaders higher (vs. lower) in traditional values. Replicating the findings from Study 2, we conduct a field investigation (Study 3) with multiwave and multisource data from a Fortune 500 company and obtain full support for our model. The consistent findings across our studies provide strong support for the role of leader traditionality in altering the social exchange relationship between servant leaders and their followers.

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出乎意料，但很好：领导者的传统促使追随者对仆人式领导产生更大的互惠效应

结合期望违背理论和社会交换理论，我们在三项研究中探讨了领导者的传统性在增强仆人式领导对促进追随者互惠的积极作用方面所起的作用。在研究一中，我们通过实验证明，与传统性较低的领导者相比，个人确实期望拥有传统价值观的领导者更少地参与仆人式领导行为。此外，我们还在实验（研究 2）中检验了我们的完整模型，并发现我们的假设得到了支持，即对于传统价值观较高（与较低）的领导者而言，仆人式领导、追随者对领导者的信任以及随后的追随者组织公民行为之间的关系更为紧密。在重复研究 2 发现的基础上，我们利用一家财富 500 强企业的多波多源数据进行了实地调查（研究 3），结果完全支持我们的模型。我们的研究结果一致，有力地证明了领导者的传统观念在改变仆人式领导者与其追随者之间的社会交换关系中的作用。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of Management Multiple-

CiteScore

22.40

自引率

5.20%

发文量

期刊介绍： The Journal of Management (JOM) aims to publish rigorous empirical and theoretical research articles that significantly contribute to the field of management. It is particularly interested in papers that have a strong impact on the overall management discipline. JOM also encourages the submission of novel ideas and fresh perspectives on existing research. The journal covers a wide range of areas, including business strategy and policy, organizational behavior, human resource management, organizational theory, entrepreneurship, and research methods. It provides a platform for scholars to present their work on these topics and fosters intellectual discussion and exchange in these areas.