Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes

By Dirk van Dierendonck, D. Stam, P. Boersma, Ninotchka de Windt, Jorrit Alkema. 2014

502 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/bfc46dfe0963c9592a6396eb1435b2ee7e320d18

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In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Servant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation (2017, background): “Furthermore, majority of past empirical studies on servant leadership have been so far conducted at a single level, such as individual or team level (e.g., Chiniara & Bentein, 2016; Neubert et al., 2008; Schaubroeck, Lam, & Peng, 2011; Van Dierendonck, Stam, Boersma, de Windt, & Alkema, 2014), witho”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “…psychological empowerment mediates the relationship between transformational leadership and employee task-performance and OCB (Dust et al. 2013); and leadership effectiveness mediates the relationship between transformational leadership and organizational commitment (van Dierendonck et al. 2014).”
Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “…and relatedness need satisfaction mediated the relationship between transformational leadership and work engagement (Kovjanic et al., 2013), while psychological need satisfaction (as a composite construct) mediated the effect of servant leadership on engagement (van Dierendonck et al., 2014).”
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 knowledge oriented leadership on knowledge management behaviour through employee work attitudes (2019, unknown): “Literature is also evident that employee work engagement can be influenced by leadership behaviours (Aryee et al., 2012; Van et al., 2014).”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, background): “Regarding servant leadership specifically, research has essentially focused on the relationship with affective commitment, without considering other commitment components (e.g., Cerit 2010; Jaramillo et al. 2009a, b; Liden et al. 2008; van Dierendonck et al. 2014).”
The relative importance of various job resources for work engagement: A concurrent and follow-up dominance analysis (2021, unknown): “A study by Van Dierendonck et al. (2014) compared the impacts of servant leadership and transformational leadership on employee outcomes and found that although both constructs were positively related to work engagement, servant leadership was more strongly associated with it.”
Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust (2020, background): “Compared with various leadership styles, servant leadership shares some overlapping characteristics with transformational leadership (van Dierendonck et al., 2014) but with some critical differences.”