Servant leadership and employee outcomes: the moderating role of subordinates’ motives

Drawing from implicit leadership theories we advance servant leadership theory by examining moderating mechanisms that explain under what conditions servant leader behaviours impact followers in organizations. Specifically, we focused on the moderating role of subordinates’ motivational orientations—prosocial values or impression management motives—in relationships between servant leadership behaviours and job satisfaction, as well as subordinate organizational citizenship behaviours (OCBs). Using time-lagged data collected from 192 supervisor-subordinate dyads, we found that servant leadership was positively associated with employees’ job satisfaction, but not significantly related to their performance of OCBs. We also found evidence that subordinates’ motives moderate the relationships between servant leadership and outcomes. Specifically, employees high on impression management experienced lower levels of job satisfaction than their lower scoring counterparts. Our findings suggest that servant leadership may not be equally beneficial for all followers. We discuss implications for theory and practice.     

Building a Committed Hospice Volunteer Workforce—Do Variables at the Experience Stage Matter?

Volunteers are crucial to the survival of non‐profit organisations, who therefore have a fundamental interest in sustaining voluntary engagement over time. A central variable regarding sustained voluntary engagement is volunteers' organisational commitment, which has so far been a neglected research issue. The study at hand therefore explicitly focuses on hospice volunteers' commitment. Starting from the assumption that variables at the experience stage of volunteerism may be relevant in predicting volunteer commitment, questionnaire data on volunteers' motives, motive fulfilment and role identity were collected in a sample of hospice volunteers (N = 276). Results of multiple regression analyses show positive relationships between altruistic motive fulfilment and a volunteer role identity on the one hand and volunteer commitment on the other. Observed interaction effects imply that altruistic motive fulfilment is of importance both at the initial phase of volunteering and for long‐term volunteers. Moreover, interaction effects provide evidence that the fulfilment of egoistic motives is of particular importance amongst volunteers to whom egoistic motives are central. Thus, the fulfilment of altruistic motives and facilitating the development of a volunteer role identity should be permanent concerns in building a committed workforce. Egoistic motive fulfilment in contrast is of special relevance, when egoistic motives for volunteering are strong. Copyright © 2014 John Wiley & Sons, Ltd.