Articlegreen2019

Personality traits and personal values of servant leaders

47 citations0/0 files storedLeadership & Organization Development Journal

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Job Satisfaction and Organizational Behavior Leadership and Management in Organizations Personality Traits and Psychology

Abstract

Purpose Servant leaders focus on their direct reports to enable them to grow to be independent and autonomous leaders. The purpose of this paper is to understand the way personal values and personality traits collectively influence this other-centered behavior. This will go a long way to unravel this unique style of leadership. Design/methodology/approach The study surveys managers and their direct reports. Leaders rated their personality trait and personal values, while their direct reports rated the leader’s servant leadership behaviors. Age, educational level, conscientiousness, extraversion and neuroticism of leaders were used as controls. The study also checked for endogeneity threats. Findings Using a sample of 81 leaders and 279 of their direct reports, the study finds that the personal value of benevolent dependability relates negatively to servant leadership behaviors. In addition, the personality traits of agreeableness and openness/intellect moderate the relationship between benevolent dependability and servant leadership behaviors. Research limitations/implications The findings shed important insights into what motivates servant leaders to engage in other-directed behaviors, thereby enabling future research into individual characteristics that define servant leaders. Originality/value Although studies have examined how values and personality traits influence leadership behaviors, no research has examined both types of individual differences in a single study. Studies examining the individual differences of servant leaders are few, and this study answers the call by Lidenet al.(2014) to examine individual characteristics that are both personality based (traits) and malleable (values).

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 47 citations exist upstream.

References

1993The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory 1998Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models.2012Refining the theory of basic individual values.2008Servant leadership: Development of a multidimensional measure and multi-level assessment 2007Between facets and domains: 10 aspects of the Big Five.2004Personality and Transformational and Transactional Leadership: A Meta-Analysis.2000Five-factor model of personality and transformational leadership.2016Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis

Cited by

2022Let’s agree about nice leaders: A literature review and meta-analysis of agreeableness and its relationship with leadership outcomes 2021Servant leadership and employee productivity: a mediating and moderating role

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.