Servant leadership, organizational identification, and work-to-family enrichment: The moderating role of work climate for sharing family concerns

By Haina Zhang, H. Kwan, A. Everett, Zhaoquan Jian. 2012

195 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/edb5da30d1eef1d7ae290e3a92aad119be9568f6

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Relationship between innovation‐led HR policy, strategy, and firm performance: A serial mediation investigation (2018, background): “Relatedly, servant leaders represent the firm as creating a cultivating and supportive work environment for individuals to innovate and perform (Zhang et al., 2012).”
Crossover Effects of Servant Leadership and Job Social Support on Employee Spouses: The Mediating Role of Employee Organization-Based Self-Esteem (2015, methodology): “Zhang et al. (2012) were the first to investigate the work–family spillover effects of servant leadership by controlling for the effects of social support at work.”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, background): “Doing so would respond to recent calls to recognize the impact of servant leadership beyond organizations’ boundaries (van Dierendonck 2011; Zhang et al. 2012).”
The Impact of Servant Leadership on Hotel Employees’ “Servant Behavior” (2013, background): “Third, as role models, servant leaders are likely to elicit personal identification from their followers (Zhang et al. 2012).”
The Functions of a Servant Leader (2017, background): “Another study showed that organisational identification mediated the relationship between servant leadership and work-to-family enrichment [85].”
Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “Scholars widely agree that servant leadership also leads to a higher identification with the leader and the organization (e.g. Zhang et al., 2012; refer Appendix 3).”
Servant leadership, employer brand perception, trust in leaders and turnover intentions: a sequential mediation model (2016, methodology): “The servant leadership style, on the other hand, is emerging as an organizational phenomenon that helps an organization portray and communicate a positive organizational image as a unique employer brand (Zhang et al. 2012) among existing and potential employees and helps influence outcomes of employ”
Authentic leadership extends beyond work: A multilevel model of work-family conflict and enrichment (2017, background): “While for example servant leadership is also concerned with followers’ individual needs, personal growth, and wellbeing (Zhang et al., 2012), the pathways through which these aspects are addressed might be different.”
Servant Leadership: A systematic review and call for future research (2019, background): “Organization Sharing family concerns climate Work-to-family enrichment Zhang et al. (2012)”