Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/124857 
Erscheinungsjahr: 
2015
Quellenangabe: 
[Journal:] International Journal of Management, Economics and Social Sciences (IJMESS) [ISSN:] 2304-1366 [Volume:] 4 [Issue:] 3 [Publisher:] IJMESS International Publishers [Place:] Jersey City, NJ [Year:] 2015 [Pages:] 108-127
Verlag: 
IJMESS International Publishers, Jersey City, NJ
Zusammenfassung: 
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.
Schlagwörter: 
Servant leadership
Motivation-to-serve
Motivation-to-lead
Leader-member exchange
Cross-cultural
JEL: 
D23
J24
Creative-Commons-Lizenz: 
cc-by-nc Logo
Dokumentart: 
Article

Datei(en):
Datei
Größe
756.62 kB





Publikationen in EconStor sind urheberrechtlich geschützt.