Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction

By Myriam Chiniara, Kathleen Bentein. 2016

528 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2b5552cbf84112c212ced348e410e777ec156fd7

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Servant Leadership: A systematic review and call for future research (2019, background): “For example, Sun and colleagues examined follower gratitude each morning and OCB each afternoon for 10 consecutive work days.”
Test of a mediation model of psychological capital among hotel salespeople (2017, background): “In short, servant leadership enables employees to possess the skills and abilities to influence the environment, have important responsibilities and freedom to manage the challenging situations and display connections to the organization or the group, as well as a sense of belongingness (Chiniara an”
CEO Entrepreneurial Leadership and Performance Outcomes of Top Management Teams in Entrepreneurial Ventures: The Mediating Effects of Psychological Safety* (2018, result): “…in our regression analyses for individual performance, and the mean number of respondents per team (team size) as a control variable in our regression analysis for team performance, in line with previous leadership research (e.g., Chiniara and Bentein 2016; Schaubroeck, Lam, and Peng 2011).”
Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance (2020, background): “Chiniara and Bentein (2016) focus on how the relationship between leadership and individual performance is mediated between competence and satisfaction based on Self Determination theory and OCB (Organizational Citizenship Behavior).”
Servant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation (2017, background): “…factors, such as culture and climate (Liden, Wayne, Liao, & Meuser, 2014; Walumbwa et al., 2010), or individuals’ psychological factors, such as identity, trust, motivation, and satisfaction of needs (Chen et al., 2015; Chiniara & Bentein, 2016; Liden, Panaccio, Meuser, Hu, & Wayne, 2014).”
Servant leadership, organisational trust, and bank employee outcomes (2019, background): “As depicted in the model, gender, organisational tenure, and bank type were included as the control variables due to their potential significant and confounding effects (e.g. Babakus et al., 2003; Chan & Mak, 2014; Chiniara & Bentein, 2016; Shukla & Rai, 2015).”
Fostering task and adaptive performance through employee well-being: The role of servant leadership (2020, background): “Indeed, studies have widely tested this proposition and shown that through psychological need satisfaction, servant leadership is associated with favorable outcomes such as higher well-being (e.g., Chiniara & Bentein, 2016; Rivkin et al., 2014; van Dierendonck et al., 2014).”
Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “(2014) 1 Canada Chiniara and Bentein (2016) 1 Taiwan Hsiao et al.”
Serving You Depletes Me? A Leader-Centric Examination of Servant Leadership Behaviors (2020, unknown): “Thus far, the literature has shown that servant leadership has beneficial outcomes for followers (Chen, Zhu, & Zhou, 2015; Chiniara & Bentein, 2016; Liden et al., 2008; Liden, Wayne, Liao, & Meuser, 2014; Neubert, Hunter, & Tolentino, 2016; Neubert, Kacmar, Carlson, Chonko, & Roberts, 2008; van…”