Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/124857
Authors: 
Amah, Okechukwu Ethelbert
Year of Publication: 
2015
Citation: 
[Journal:] International Journal of Management, Economics and Social Sciences (IJMESS) [ISSN:] 2304-1366 [Volume:] 4 [Year:] 2015 [Issue:] 3 [Pages:] 108-127
Abstract: 
Using 200 paired responses from managers/supervisors, and their subordinates working in three big organizations in Nigeria, this study validated the factor structure for servant leadership and combined the motivational and behavioral approaches in the servant leadership model to enhance the predictive power of servant leadership. Cross sectional survey design was used to acquire data. Principal component factor analysis and confirmatory factor analysis both confirmed that 7-factor structure was adequate for servant leadership behavior. Hierarchical regression analysis justified the combination of the motivational and behavioral approaches, since more variance in leader-member exchange was explained, compared to when only one approach was used in a model. The implications of this study are: to be effective, high motivation-to-serve is associated with low motivation-to-lead. However, in an environment of low motivation-to-serve, the secondary motive, motivation-to-lead, did not improve the prediction of leader-member exchange. Servant leadership was found to be a universal construct and not limited to any culture.
Subjects: 
Servant leadership
Motivation-to-serve
Motivation-to-lead
Leader-member exchange
Cross-cultural
JEL: 
D23
J24
Creative Commons License: 
http://creativecommons.org/licenses/by-nc/3.0/
Document Type: 
Article

Files in This Item:
File
Size
756.62 kB





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.