can servant leaders fuel the leadership fire? the relationship between servant leadership and followers’ leadership avoidance

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ID: 211969
2017
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Abstract
This study tested the effect of servant leadership on followers’ inclinations to strive for and, in contrast, to avoid leadership responsibility. Results from a study in the health care context, including two waves of data from 222 employees, revealed that servant leadership had a small but positive effect on followers’ leadership avoidance. This effect was influenced by followers’ implicit conception of an ideal leader. Specifically, servant leadership was found to reduce leadership avoidance when the congruence with the followers’ ideal leader prototype was high. Furthermore, followers’ core self-evaluations and affective motivation to lead mediated the relationship between servant leadership and reduced leadership avoidance. Implications of these patterns for theory and practice and avenues for future research are discussed.
Reference Key
lacroix2017administrativecan Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors ;Martin Lacroix;Armin Pircher Verdorfer
Journal Nature Biotechnology
Year 2017
DOI
10.3390/admsci7010006
URL
http://www.mdpi.com/2076-3387/7/1/6
Keywords
servant leadership core self-evaluationspolitical institutions and public administration (general)

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