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How serving helps leading: mediators between servant leadership and affective commitment

INTRODUCTION: Servant leadership has long been associated with maintaining employee’s affective commitment, yet the underlying mechanism remains unclear. Research from non-western cultures remains scarce. METHODS: This study sought to fill in such research gap by introducing insights from social exc...

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Autores principales: Bai, Mayangzong, Zheng, Xinyi, Huang, Xu, Jing, Tiantian, Yu, Chenhao, Li, Sisi, Zhang, Zhiruo
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Frontiers Media S.A. 2023
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10351042/
https://www.ncbi.nlm.nih.gov/pubmed/37465489
http://dx.doi.org/10.3389/fpsyg.2023.1170490
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author Bai, Mayangzong
Zheng, Xinyi
Huang, Xu
Jing, Tiantian
Yu, Chenhao
Li, Sisi
Zhang, Zhiruo
author_facet Bai, Mayangzong
Zheng, Xinyi
Huang, Xu
Jing, Tiantian
Yu, Chenhao
Li, Sisi
Zhang, Zhiruo
author_sort Bai, Mayangzong
collection PubMed
description INTRODUCTION: Servant leadership has long been associated with maintaining employee’s affective commitment, yet the underlying mechanism remains unclear. Research from non-western cultures remains scarce. METHODS: This study sought to fill in such research gap by introducing insights from social exchange theory perspective, and examined two potential mediators (viz., psychological safety and job burnout) with a largescale, representative Chinese sample. RESULTS: A total of 931 staffs in a Chinese hospital were surveyed, and structural equation models revealed that psychological safety (indirect effect = 0.052, 95% Bootstrap CI = [0.002, 0.101]) and job burnout (indirect effect = 0.277, 95% Bootstrap CI = [0.226, 0.331]) parallelly (and partially) mediated the effect of servant leadership on affective commitment. Moreover, these effects held the same between permanent and temporary staffs, as well as between male and female staffs. DISCUSSION: Results suggested that a leader’s orientation to care, validate, and respond to their followers’ needs was effective in creating a psychological safe environment and downplaying job burnout in workplace, in exchange to which, followers remained affectively committed to their organization in a long term. Not only did this study contribute to existing literature by providing non-western data for service leadership research, it also provided a deeper understanding of associated mechanisms of how servant leadership might cast on talent retain and organizational development in a long term. These mechanisms shed light on how serving helps leading and advocate servant leadership for hospitals, as well as other serving organizations.
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spelling pubmed-103510422023-07-18 How serving helps leading: mediators between servant leadership and affective commitment Bai, Mayangzong Zheng, Xinyi Huang, Xu Jing, Tiantian Yu, Chenhao Li, Sisi Zhang, Zhiruo Front Psychol Psychology INTRODUCTION: Servant leadership has long been associated with maintaining employee’s affective commitment, yet the underlying mechanism remains unclear. Research from non-western cultures remains scarce. METHODS: This study sought to fill in such research gap by introducing insights from social exchange theory perspective, and examined two potential mediators (viz., psychological safety and job burnout) with a largescale, representative Chinese sample. RESULTS: A total of 931 staffs in a Chinese hospital were surveyed, and structural equation models revealed that psychological safety (indirect effect = 0.052, 95% Bootstrap CI = [0.002, 0.101]) and job burnout (indirect effect = 0.277, 95% Bootstrap CI = [0.226, 0.331]) parallelly (and partially) mediated the effect of servant leadership on affective commitment. Moreover, these effects held the same between permanent and temporary staffs, as well as between male and female staffs. DISCUSSION: Results suggested that a leader’s orientation to care, validate, and respond to their followers’ needs was effective in creating a psychological safe environment and downplaying job burnout in workplace, in exchange to which, followers remained affectively committed to their organization in a long term. Not only did this study contribute to existing literature by providing non-western data for service leadership research, it also provided a deeper understanding of associated mechanisms of how servant leadership might cast on talent retain and organizational development in a long term. These mechanisms shed light on how serving helps leading and advocate servant leadership for hospitals, as well as other serving organizations. Frontiers Media S.A. 2023-07-03 /pmc/articles/PMC10351042/ /pubmed/37465489 http://dx.doi.org/10.3389/fpsyg.2023.1170490 Text en Copyright © 2023 Bai, Zheng, Huang, Jing, Yu, Li and Zhang. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
spellingShingle Psychology
Bai, Mayangzong
Zheng, Xinyi
Huang, Xu
Jing, Tiantian
Yu, Chenhao
Li, Sisi
Zhang, Zhiruo
How serving helps leading: mediators between servant leadership and affective commitment
title How serving helps leading: mediators between servant leadership and affective commitment
title_full How serving helps leading: mediators between servant leadership and affective commitment
title_fullStr How serving helps leading: mediators between servant leadership and affective commitment
title_full_unstemmed How serving helps leading: mediators between servant leadership and affective commitment
title_short How serving helps leading: mediators between servant leadership and affective commitment
title_sort how serving helps leading: mediators between servant leadership and affective commitment
topic Psychology
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10351042/
https://www.ncbi.nlm.nih.gov/pubmed/37465489
http://dx.doi.org/10.3389/fpsyg.2023.1170490
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