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The goal of this article is to present qualitative and quantitative reviews of servant leadership literature since its formal inception in 1970. Summarizing previous studies, we theorized and explored issues concerning the conception and relevance of servant leadership, the merits of varied measurements, issues concerning construct dimensionality, and the potential effects of national culture on the relationship between servant leadership and its correlates. We developed theory to distinguish servant leadership from competing leadership theories of transformational leadership and leader-member exchange (LMX) theory and examined the direct and the incremental influence of servant leadership on individual and unit-level outcomes. To consolidate extant research and to guide future theory development we tested a mediational process model linking servant leadership to outcomes. Meta-analytic results supported distinctiveness of servant leadership, showed effects of servant leadership on individual-level and unit-level outcomes, and supported theorized mediating effects of trust and fairness perceptions in the relationship., A Meta-Review of Servant Leadership: Construct, Correlates, and the Process Introduction Interest in leadership predates most of the work in organizational behavior and continues unabated. The well-established frameworks based on [...]

Taking an approach integrating principles of leader-member exchange (LMX) differentiation with social comparison theory, we contend that subjective ratings by individuals of their LMX compared to the LMXs of coworkers (labeled LMX social comparison, or LMXSC) explain unique and meaningful variance in outcomes beyond LMX and the actual standing of those individuals in the LMX distribution, referred to as relative LMX, or RLMX. Our findings demonstrate that employees' perceptions of LMXSC are positively related beyond the effects of LMX and RLMX to job performance and citizenship behaviors. Further, we argue that LMXSC mediates the RLMX[right arrow]outcomes relationships. Analyses showed that, in a sample of 254 employees nested in 50 work groups, a significant part of the effects of RLMX on job performance and citizenship behaviors was mediated through LMXSC after controlling for LMX. (Contains 1 footnote, 4 tables, and 2 figures.)

In this study, we extend overqualification research to employees' social context of workgroup membership. Drawing upon social comparison theory and integrating with social exchange theory, we contend that employees' relative overqualification (ROQ, defined as individual overqualification relative to other group members' overqualification perceptions) is associated with their relative standing with their leader (measured as LMXSC, leader–member exchange social comparison), which in turn relates to employees' organizational citizenship behaviors (OCB). Furthermore, we assert that workgroup structural attributes and individual values (leader span of control and power distance orientation) influence the ROQ–LMXSC–OCB relationship. Multilevel modeling using data from 243 employees nested in 36 workgroups suggested patterns of moderated mediation where leader span of control and employee power distance orientation moderate the indirect link between ROQ and OCB through LMXSC. That is, the indirect relationship between ROQ and OCB is stronger in workgroups with a narrow leader span of control and for employees high in power distance orientation. Implications and directions for meso- and group-level research are discussed. [ABSTRACT FROM AUTHOR]

While highly embedded individuals possess disproportionate resources to retain stable status, little is known about their exchange relationships with peers (TMX), especially in an outcome-oriented workgroup climate that advocates results. Drawing on theories of conservation of resources and social exchange, we advance an explanation on why highly embedded employees are likely to form high quality TMX, and how outcome-oriented workgroup climate moderates this effect. Results from a multilevel study of 297 employees nested in 49 workgroups indicated that focal employees' job embeddedness predicted their helping behaviors through their TMX, and these effects were stronger in a high outcome-oriented workgroup climate. [ABSTRACT FROM AUTHOR]

Purpose – This paper aimed to explore the relationship between flexibility i-deals and employee attitudes. The authors developed theory and tested a non-linear model between i-deals and perceived organizational support (POS), and career satisfaction. Design/methodology/approach – Hierarchical linear modeling using multisource data collected in a field study from 207 employees and 39 managers supported the hypotheses. Findings – Consistent with the proposed non-linear model, low and high levels of flexibility i-deals were associated with high POS and career satisfaction. At moderate levels of i-deals, employee attitudes were lower. Research limitations/implications – Though non-linear relationships are unlikely to result from multi source common method data, the cross-sectional study design limits the authors from claiming causality between the variables of interest. This study is an important step towards elucidating the complex nature of relationship between flexibility i-deals and employee outcomes. Practical implications – Organizations must heed the needs of employees who seek accommodations in their work schedule. However, organizations should be cognizant of the associated implications at different levels of flexibility granted. Social implications – I-deals partly satisfied employees' need for affiliation by strengthening their emotional bonds with the organization (i.e. POS). I-deals also enhanced employees' career satisfaction which is an important component of self-actualization. By meeting employees' higher order needs i-deals have the potential to create a workplace that provides overall wellbeing rather than just a living. Originality/value – This is the first study to investigate non-linear relationships between flexibility i-deals and employee attitudes. [ABSTRACT FROM AUTHOR]