Promoting Stewardship Behavior in Organizations: A Leadership Model

By Morela Hernandez. 2008

364 citations recorded by the source corpus.

Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/40ffb9bbbaa99e9ffe1605b3348c01d3b0469d38

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. Dirk van Dierendonck
2. Inge Nuijten
3. Weichun Zhu
4. Bruce J. Avolio
5. Thomas M. Zellweger
6. Jeroen Neckebrouck
7. W. Schulze
8. John J. Sosik

In Information Systems and Management

1. Dirk van Dierendonck
2. Inge Nuijten
3. Jeroen Neckebrouck
4. Thomas M. Zellweger
5. W. Schulze
6. Weichun Zhu
7. V. Nedkovski
8. Marco Guerci

In Organizational Behavior and Human Resource Management

1. Dirk van Dierendonck
2. Thomas M. Zellweger
3. R. Riggio
4. Weichun Zhu
5. Bruce J. Avolio
6. W. Schulze
7. Jeroen Neckebrouck
8. John J. Sosik

Citations in the corpus

• Toward an Understanding of the Psychology of Stewardship (2012, background): “They involve taking into account the costs and benefits of actions to beneficiary well-being and making sacrifices in order to ensure that collective welfare is long-lived (Hernandez, 2008).”
• The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2010, methodology): “Leaders should not only act as caretakers, but also act as role models (Hernandez 2008).”
• At What Level (and in Whom) We Trust (2012, background): “For the leader referent, the behavior of demonstrating individualized support has been linked to high levels of trust in leaders (Hernandez, 2008; Korsgaard et al., 2002).”
• Are Family Firms Good Employers (2017, background): “…mechanisms that explain the respective presence or absence of financial and organizational stewardship and helps resolve some of the ambiguity in the existing literature about the differential impact of agency and stewardship on organizations (Hernandez, 2008, 2012; Segal & Lehrer, 2012).”
• The effect of authentic transformational leadership on follower and group ethics (2011, background): “Specifically, the group ethical climate could help group members develop altruism and stewardship behaviors, or those behaviors that place collective long-term interests over individual interests (Davis, Schoorman, & Donaldson, 1997; Hernandez, 2008).”
• Psychological Antecedents to Socially Responsible Behavior (2008, neutral): “an important quality of leadership (Block, 1993; Davis, Schoorman, & Donaldson, 1997; Hernandez, 2008).”
• Principles and Principals: Do Customer Stewardship and Agency Control Compete or Complement When Shaping Frontline Employee Behavior? (2012, neutral): “Workers are intrinsically motivated to avoid exposing others to undue harm or loss when they share their interests (Hernandez 2008; Pierce, Kostova, and Dirks 2001).”
• A dynamic theory of leadership development (2009, background): “…Gardner et al, 2005; Yammarino et al, 2008) who argue for the need to develop authentic leadership, Liedtka (2008), for example, call for a search for authenticity by looking internally (Hernandez, 2008; Hardt, 1993) rather than externally as logical, economics-driven theories of ethics advocate.”
• Organizational ethical climates and employee's trust in colleagues, the supervisor, and the organization (2017, background): “…2007; Jap, Robertson, & Hamilton, 2011), have been found to be major factors stimulating trust in colleagues, whereas individualized support (Hernandez, 2008) and ethical leadership (Kalshoven, Den Hartog, & De Hoogh, 2011) have been identified as important predictors of trust in the…”