Unpacking the link between servant leadership and followers’ helping behavior: The mediating role of followers’ servant attitude and the moderating effect of relational identity

Abstract

Given the importance of service orientation in the hospitality sector, this study investigates the process through which servant leaders develop follower’s servant attitude and helping behavior. In particular, we argue that followers observe and emulate their servant leaders' service-oriented approach, leading them to internalize this attitude and engage in helping behaviors toward their colleagues. Furthermore, this process is stronger among followers who develop a strong relational identity with their leader. In such cases, the followers’ relational need for close association with the leader compels them to adopt a service attitude. To test these predictions, we draw from time-lagged, multi-source field survey data collected from 222 leader-follower dyads across several hospitality sector organizations in Pakistan. The results support our predictions: servant leadership positively predicts followers’ servant attitude, which in turn steers them to engage in helping behaviors. Additionally, followers’ relational identity invigorates the positive effects of servant leadership on followers’ servant attitudes. These findings provide important insights for organizations and leaders in cultivating a service climate and eliciting helpful behavior at work.