Does “the servant as leader” translate into Chinese? A cross-cultural meta-analysis of servant leadership

ABSTRACT

Servant leadership is a popular style of ethically-based leadership developed in the cultural context of the United States and other Anglo-Saxon (Anglo) countries with a similar culture and managerial context. However, much of the empirical research on this leadership style has been conducted in China, a country with very different cultural and managerial traditions. It is not known whether the results of research conducted in China can be integrated into a general theory of servant leadership. It is also unknown whether servant leadership, which is widely promoted as an effective leadership style in Anglo countries, will be equally effective for all employee outcomes in China. To answer these questions, we perform a meta-analysis of servant leadership research (k = 112, n = 35,716) which compares the effects of servant leadership on employees in China with its effects on employees in Anglo countries. Results show that there is no significant difference in effect sizes between Chinese and Anglo employees for job performance, organizational citizenship behaviour, creative behaviour, affective commitment, and job satisfaction. The effect of servant leadership on leader-member exchange may be stronger for Anglo employees. Implications for servant leadership theory and managerial practices in China are discussed.     

Perceived cadre behavior,basic psychological need satisfaction,and motivation of US Army ROTC cadets: A self-determination theory perspective

ABSTRACT

Since its inception in 1916 the Reserve Officers’ Training Corps (ROTC) has trained and commissioned more than half a million individuals and, therefore, produced more officers for the United States (US) Army than any other commissioning source (US Army, 2020a US Army . (2020a). Army ROTC. Retrieved from https://www.goarmy.com/rotc/legacy-and-value.html  [Google Scholar]). However, there have been high attrition rates among cadets. While the reasons for people’s engagement in the military are complex and include a multitude of tangible and intangible factors, motivation has been found to be a vital contributor to individuals’ ongoing service in the armed forces. Accordingly, utilizing the framework of self-determination theory, the current research was designed to: (a) examine the validity and reliability of existing instruments in measuring cadets’ perceived cadre behavior, basic psychological need satisfaction, and motivation, (b) assess cadets’ perceived cadre behavior, basic psychological need satisfaction, and motivation, and (c) explore potential differences in cadets’ perceived cadre behavior, basic psychological need satisfaction, and motivation based on their class in the program, age, gender, and race. A total of 728 US Army ROTC cadets participated in this survey-based study. Overall, individuals reported relatively high levels of involvement from their cadre, need fulfillment, and self-determined motivation. In contrast, they perceived limited autonomy support from their cadre. In sum, further research appears warranted to gain an in-depth understanding of cadets’ motivation.     

Whose promises are worth more? How social status affects trust in promises

Promises are among the most widely used tools for increasing trust in social hierarchies; yet the effect of social status on trust in promises is unknown. Here we used a modified version of the Trust Game, in which participants, acting as Investors, were paired with Trustees of varying social status who were given the opportunity to promise (or not) to return at least half of the multiplied amount (i.e., 4 × the amount invested). No return feedback was provided. Participants invested more in partners who promised than those who did not or whose promise information was concealed. Importantly, in both lab-manipulated (Exps. 1–3: math-induced) and pre-existing (Exp. 4: university-based) hierarchies, participants invested more in promises given by high status than low status partners. Post-experiment measures suggest that this may be due to greater expectations of honesty for high status than low status others. Potential explanations and implications are discussed.     

“Walking the talk”: the role of frontline supervisors in preventing workplace accidents

ABSTRACT

Most existing safety research focuses on climate and leadership, with most leadership studies investigating transformational leadership, which is likely to be more impactful when exhibited by executives that by frontline supervisors. Therefore, focusing on frontline supervisors, we investigate how leaders who “walk the talk”, by directly modelling safety behaviours, might encourage subordinates to behave more safely. Using a three-level sample consisting of 579 employees and their supervisors working in 161 groups within 53 organizations, we test a multisource multilevel indirect effects model. Results indicate that safety climate and supervisors modelling safety compliance explain unique variance in safety outcomes. We then addressed an unanswered question concerning whether safety climate is best conceptualized as a group or organizational-level phenomenon, finding that the group-level assessment of safety climate explained more variance in safety outcomes than the organizational-level assessment of safety climate. Both sets of results are consistent with social information processing theory and social learning theory, which highlight the immediate social environment’s influence on employees’ behaviour.     

Job crafting mediates how empowering leadership and employees’ core self-evaluations predict favourable and unfavourable outcomes

ABSTRACT

Based on job crafting theory and workplace resources theories, the present study develops a model of both antecedents and consequences of job crafting. We hypothesized subordinates’ perceptions of empowering leadership and core self-evaluations influence employee job crafting behaviours, which subsequently influence four outcomes: improving three employee well-being outcomes, (a) work-family enrichment, (b) flourishing, and (c) life satisfaction; and simultaneously reducing the organizational outcome of (d) deviant behaviours. Three-waves of data over nine months were collected from U.S. full-time employees (n = 276). Results showed empowering leadership and core self-evaluations positively related to expansive/approach forms of job crafting behaviours, which in turn related to the three different well-being outcomes. However, job crafting did not affect employee deviant behaviour. Instead, empowering leadership and core self-evaluations directly predicted less deviant behaviour. With the imputed data, we also found job crafting had a significant but weak relationship with deviant behaviour. These findings provide an integrated understanding of how and why employees engage in job crafting, and the important influence that job crafting has on employees’ subjective well-being. The present study advances leadership and job crafting theories, providing practical recommendations for promoting employee well-being and decreasing undesirable behaviours in the form of workplace deviance.     

‘ … and now it’s over to you’: recognising and supporting the role of careers leaders in schools in England

ABSTRACT

There is a long history of teachers and schools being involved in the delivery of career education and guidance. As the breadth of career education and guidance activity in English schools grew throughout the twentieth century it became increasingly necessary to have an individual within the school responsible for leading and managing this activity (the careers leader). The transfer of responsibility for career guidance from local authorities to schools following the Education Act 2011 has intensified the need for this role. There have been various attempts to conceptualise and professionalise the role of careers leader and to develop appropriate training and support. This article defines the role and the rationale for the role, sets out its history and makes recommendations for the future professionalisation of the role. It is argued that this will include recognition of the role by policy, professionalisation and the development of a career structure and the development of appropriate training and CPD.