Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: a cross-level investigation.

By Fred Walumbwa, Chad A. Hartnell, Adegoke Oke. Journal of Applied Psychology, 2010

917 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8f79704428ca18e851c0c680cff00aa0d71be622

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Citations in the corpus

Authentic Leadership and Employee Voice Behavior: A Multi-Level Psychological Process (2011, neutral): “It also refers to the correct ways of doing things and the valued behavior in a work group in terms of high ethical standards (Walumbwa et al. 2010).”
Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “The definitions of the two concepts are widely congruent across the literature defining culture or climate as perceptions of practices, assumptions, and values shared among the group (Carter and Baghurst, 2013; Ebener and O’Connell, 2010; Hu and Liden, 2011; Huang et al., 2016; Jaramillo et al., 201”
Servant Versus Authentic Leadership (2017, background): “…over his or her own self-interests, expresses sincere care and concern, and acts in the best interests of employees (e.g., developing their skills, knowledge, and abilities; Walumbwa et al., 2010), which greatly engenders obligation on the part of employees to reciprocate (Ling et al., 2016).”
A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts (2012, methodology): “…culture (i.e., a spirit of willingness), which increases team members’ organizational citizenship behavior, deﬁned as pro-social and altruistic behaviors that have been shown to improve organizational performance (Ebener and O’Connell 2010; Hu and Liden 2011; Ehrhart 2004; Walumbwa et al. 2010).”
Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust (2020, methodology): “This scale was selected because, first, it has been widely used and validated in different organizational settings (e.g., Hunter et al., 2013; Mayer et al., 2008; Miao et al., 2014; Neubert et al., 2008; Walumbwa et al., 2010) and, second, the original study had empirically validated the scale on tw”
A multi-level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership: testing a moderated-mediated model (2013, methodology): “Procedural justice: Procedural justice climate (α = .89) was measured with Colquitt’s (2001) 7-item scale of procedural justice and a direct consensus model was utilized (e.g., Colquitt et al., 2002; Walumbwa et al., 2010).”
The impact of servant leadership and subordinates' organizational tenure on trust in leader and attitudes (2014, background): “First, this study enriches the literature by examining the linkage between servant leadership and subordinates’ attitudes (Liden et al., 2008; Sun and Wang, 2009; Walumbwa et al., 2010).”
When Do Ethical Leaders Become Less Effective? The Moderating Role of Perceived Leader Ethical Conviction on Employee Discretionary Reactions to Ethical Leadership (2019, result): “Our research also corroborates prior findings showing that new-genre leadership constructs are equally relevant in African societies and across cultural context (see authentic leadership; Walumbwa et al. 2008; servant leadership; Walumbwa et al. 2010).”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, background): “However, previous studies examined the relationships between servant leadership and various forms of organizational citizenship behaviors (e.g., Chen et al. 2015; Ehrhart 2004; Hu and Liden 2011; Hunter et al. 2013; Jaramillo et al. 2009a; Liden et al. 2008; Neubert et al. 2008; Newman et al. 2015; ”