{"title":"CEO Servant Leadership and Organizational Profitability: A Social Exchange Perspective","authors":"Kyoung Yong Kim, Robert C. Liden","doi":"10.1002/job.2866","DOIUrl":null,"url":null,"abstract":"<div>\n \n <p>Servant leaders emphasize serving others before themselves. Emerging evidence indicates that servant leadership results in a variety of positive outcomes, including favorable job attitudes and enhanced job performance. Extending this line of research, we examine <i>how</i> and <i>when</i> CEO servant leadership benefits the organizational bottom line (e.g., organizational profitability). Drawing upon multisource data from 102 organizations, our ordinary least squares regression analyses reveal that CEO servant leadership is associated with workforce obligation, subsequently leading to enhanced organizational profitability, particularly when workforce exchange ideology is high. The findings suggest that workforce obligation serves as an important mediating mechanism, while workforce exchange ideology acts as a critical boundary condition for the performance effect of CEO servant leadership. This research provides new insights as to how and why servant leadership relates to organizational financial performance.</p>\n </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 6","pages":"833-849"},"PeriodicalIF":6.8000,"publicationDate":"2025-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Organizational Behavior","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1002/job.2866","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
Abstract
Servant leaders emphasize serving others before themselves. Emerging evidence indicates that servant leadership results in a variety of positive outcomes, including favorable job attitudes and enhanced job performance. Extending this line of research, we examine how and when CEO servant leadership benefits the organizational bottom line (e.g., organizational profitability). Drawing upon multisource data from 102 organizations, our ordinary least squares regression analyses reveal that CEO servant leadership is associated with workforce obligation, subsequently leading to enhanced organizational profitability, particularly when workforce exchange ideology is high. The findings suggest that workforce obligation serves as an important mediating mechanism, while workforce exchange ideology acts as a critical boundary condition for the performance effect of CEO servant leadership. This research provides new insights as to how and why servant leadership relates to organizational financial performance.
期刊介绍：
The Journal of Organizational Behavior aims to publish empirical reports and theoretical reviews of research in the field of organizational behavior, wherever in the world that work is conducted. The journal will focus on research and theory in all topics associated with organizational behavior within and across individual, group and organizational levels of analysis, including: -At the individual level: personality, perception, beliefs, attitudes, values, motivation, career behavior, stress, emotions, judgment, and commitment. -At the group level: size, composition, structure, leadership, power, group affect, and politics. -At the organizational level: structure, change, goal-setting, creativity, and human resource management policies and practices. -Across levels: decision-making, performance, job satisfaction, turnover and absenteeism, diversity, careers and career development, equal opportunities, work-life balance, identification, organizational culture and climate, inter-organizational processes, and multi-national and cross-national issues. -Research methodologies in studies of organizational behavior.
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