Servant leadership as antecedent of trust in organizations

By Sen Sendjaya, A. Pekerti. 2010

301 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/85736c04e5825b718ddeb5070d58fc40b1355f53

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Strategy and Management

Citations in the corpus

The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance (2019, background): “…has shown that othersfocused forms of leadership such as ethical and servant leadership have a positive impact on employees’ loyalty to the supervisor (Hansen et al., 2013; Sendjaya and Pekerti, 2010) and their perceptions of leader effectiveness (Brown et al., 2005; Van Dierendonck et al., 2014).”
Impact of Transformational and Servant Leadership on Organizational Performance: A Comparative Analysis (2012, unknown): “Research advances can also use conceptual models to test weather changes in leader’s conduct affects followers and performance of an organization (Sendjaya and Pekerti 2010).”
The impact of servant leadership and subordinates' organizational tenure on trust in leader and attitudes (2014, background): “Taken together, we argue that servant leadership is associated with the high-quality social exchange relationship (Dirks and Ferrin, 2002; Joseph and Winston, 2005; Sendjaya and Pekerti, 2010), which in turn influences subordinates’ trust in leader and increases job satisfaction:”
A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts (2012, methodology): “Instruments that were utilized by two studies included: Barbuto and Wheeler’s (2006) (2008) instrument (Hu and Liden 2011; Schaubroeck et al. 2011); and Sendjaya et al.’s (2008) survey (Pekerti and Sendjaya 2010; Sendjaya and Pekerti 2010).”
Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust (2020, background): “Some studies (e.g., Rezaei et al., 2012; Sendjaya & Pekerti, 2010) also have looked at trust collectively.”
The influence of ethical leadership on trust and work engagement: An exploratory study (2014, background): “In ethical leadership, the emphasis is more on normative behaviour whereas servant leadership has a stronger focus on the personal growth of followers (Dadhich & Bhal, 2008; Sendjaya & Pekerti, 2010).”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “Few empirical studies have examined the separate servant leadership dimensions (exceptions are Sendjaya and Pekerti 2010; Pekerti and Sendjaya 2010).”
Crossover Effects of Servant Leadership and Job Social Support on Employee Spouses: The Mediating Role of Employee Organization-Based Self-Esteem (2015, background): “Rather than prioritizing the organization, such as by motivating employees to achieve performance beyond expectations, servant leadership is preoccupied with the holistic needs of subordinates (Graham 1991; Sendjaya and Pekerti 2010).”