The effect of servant leadership on customer value co-creation: A cross-level analysis of key mediating roles

By Chan Hsiao, Yi-Hsuan Lee, Wan Chen. 2015

161 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/efa00c9d36e54f44a60837ead423ce2845650654

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. C. Farao
2. Y. Kundi
3. M. Aboramadan
4. J. Busser
5. L. Shulga
6. Jan G Langhof
7. Anastasia Ozturk
8. Osman M. Karatepe

In Organizational Behavior and Human Resource Management

1. Anastasia Ozturk
2. Osman M. Karatepe
3. M. Aboramadan
4. T. Kim
5. C. Farao
6. J. Busser
7. Y. Kundi
8. M. Bouzari

Citations in the corpus

• Servant Leadership: A systematic review and call for future research (2019, unknown): “Individual Psychological capital Customer value co-creation Hsiao et al. (2015)”
• Examining the effects of environmentally-specific servant leadership on green work outcomes among hotel employees: the mediating role of climate for green creativity (2021, background): “, 2016), value creation for customers (Hsiao et al., 2015), frontline employees’”
• Co-created value: Multidimensional scale and nomological network (2018, background): “Overall, for a tourism service provider, value co-creation offers a potentially new and indispensable outlet to ensure organizational vitality and sustainability (Hsiao et al., 2015).”
• Servant leadership, organisational trust, and bank employee outcomes (2019, background): “Successful servant leadership practices send powerful signals to employees that leaders/managers really ‘walk the walk’ (cf. Bouzari & Karatepe, 2017; Hsiao et al., 2015).”
• Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “This finding is in line with Hsiao et al. (2015) who suggests a positive influence of SL on “positive psychological capital,” of which self-efficacy is a decisive sub-category (p. 53).”
• The Functions of a Servant Leader (2017, background): “Servant leadership was positively related to customer service performance [86], service-orientated organisational citizenship behaviour, customer value co-creation [78], customer trust in the firm, customer satisfaction [64], customer orientation [12], customer serving behaviour [23], and value enha”
• Test of a mediation model of psychological capital among hotel salespeople (2017, background): “Further, servant leadership contributes to the creation of strong interpersonal relationships between leaders and their followers (Hsiao et al., 2015).”