The Impact of Servant Leadership on Hotel Employees’ “Servant Behavior”

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Crossover Effects of Servant Leadership and Job Social Support on Employee Spouses: The Mediating Role of Employee Organization-Based Self-Esteem (2015, methodology): “We applied the fourteen-item scale originally developed by Ehrhart (2004) and later applied and validated by Wu et al. (2013) to measure employee perceptions of servant leadership.”
Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “, 2009a), hope (Searle and Barbuto, 2010), social exchange theory (Wu et al., 2013; Zou et al., 2015), Psychological Contract fulfillment (Panaccio et al.”
Servant Versus Authentic Leadership (2017, methodology): “…servant leadership is achieved by emphasizing the ideal of service in the leader–follower relationship (Brownell, 2010; Van Dierendonck, 2011; L.-Z. Wu et al., 2013), whereas the goal of servant leadership is to promote personal growth of followers (Greenleaf, 1977), which incorporates positive…”
Test of a mediation model of psychological capital among hotel salespeople (2017, methodology): “The LMX theory is used in various studies that have centered on leadership styles and followers’ affective and performance outcomes (Van Dierendonck, 2011; Wu et al., 2013).”