Exploring the relationship among servant leadership, intrinsic motivation and performance in an industrial sales setting

By B. Bande, P. Fernández‐Ferrín, Concepción Varela-Neira, Carmen Otero-Neira. 2016

119 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9bc69173de4c730c63e0a1dd026fa8e9c6f30952

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. Sen Sendjaya
3. R. Liden
4. Jan G Langhof
5. Stefan Güldenberg
6. N. Eva
7. Mulyadi Robin
8. J. Hakanen

In Organizational Behavior and Human Resource Management

1. Dirk van Dierendonck
2. Sen Sendjaya
3. N. Eva
4. R. Liden
5. Jan G Langhof
6. Stefan Güldenberg
7. Mulyadi Robin
8. Osman M. Karatepe

In Strategy and Management

1. Dirk van Dierendonck
2. Sen Sendjaya
3. Jan G Langhof
4. Stefan Güldenberg
5. Mulyadi Robin
6. R. Liden
7. N. Eva

Citations in the corpus

• Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “Since typical Servant Leaders coach and mentor their followers, they have an improved knowledge about their capability to master a given task (Bande et al., 2016).”
• Servant Leadership: A systematic review and call for future research (2019, background): “Furthermore, while the investment in employees might be interpreted as a resource loss, it can also be a resource gain, as servant leaders create employees who are more likely to share information between themselves (Luu, 2016), are more proactive and adaptive (Bande et al., 2016), and have lower le”