A correlation of servant leadership, leader trust, and organizational trust

By E. Joseph, Bruce E. Winston. 2005

587 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/bceb275b59893e9010b0a4886e94ec03e2c2bd5e

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Servant Leadership: A Review and Synthesis (2011, background): “A study by Joseph and Winston (2005) among a convenience sample of employees in the Republic of Trinidad and Tobago confirmed this shared variance.”
Servant leadership, organisational trust, and bank employee outcomes (2019, background): “The relationship between servant leadership and TIO is developed based on servant leadership theory, which highlights that trust is the basis for the effect of servant leadership (Joseph & Winston, 2005).”
Servant Leadership Behaviour Scale: A hierarchical model and test of construct validity (2011, background): “Very few studies in the past have examined the predicted validity of servant leadership on important outcomes such as spiritual and moral values (Beazley & Gemmill, 2004 ), leader and organizational trust (Joseph & Winston, 2005 ), subordinate organizational commitment, community citizenship behav”
Are ethical theories relevant for ethical leadership (2012, background): “Joseph and Winston (2005) explained that servant leaders build trust by genuinely Are ethical theories relevant?”
Servant Versus Authentic Leadership (2017, background): “Servant leaders are likely to create a strong trust climate because of their stature as servants and their dependability, because they empathize with and fully accept followers, and because they lead by example (Goh & Low, 2014; Greenleaf, 1997; Joseph & Winston, 2005).”
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:”
Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust (2020, background): “There are studies incorporating a role for trust in servant leadership (e.g., Politis & Politis, 2017; Rosnani, 2018), and Joseph and Winston (2005) found a positive relationship.”