Servant leadership as antecedent of trust in organizations

Sendjaya, Sen and Pekerti, Andre (2010) Servant leadership as antecedent of trust in organizations. Leadership and Organization Development Journal, 31 7: 643-663. doi:10.1108/01437731011079673

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Author Sendjaya, Sen
Pekerti, Andre
Title Servant leadership as antecedent of trust in organizations
Journal name Leadership and Organization Development Journal   Check publisher's open access policy
ISSN 0143-7739
1472-5347
Publication date 2010
Sub-type Article (original research)
DOI 10.1108/01437731011079673
Volume 31
Issue 7
Start page 643
End page 663
Total pages 21
Place of publication Yorks, United Kingdom
Publisher Emerald Group Publishing
Collection year 2011
Language eng
Subject 150305 Human Resources Management
910402 Management
Formatted abstract
Purpose:
This study sets out to examine the impact of servant leadership (SL) on followers’ trust in their leaders.

Design/methodology/approach:
Data from 555 employees of two educational institutions were obtained using measures of servant leadership behaviors and followers’ trust in their leader.

Findings:

Servant leadership is a significant predictor of trust with covenantal relationship, responsible morality and transforming influence as the key servant leadership behaviors significantly contributing to followers’ trust in their leaders. Subordinates who perceived high servant leadership behavior in their leaders had significantly higher trust levels compared with those who perceived low servant leadership behavior in their leaders.

Research limitations/implications:
While the relationship between leadership and trust has attracted scholarly interests for many years, the underlying process of how trust in the leader-follower relationships is developed remains unknown. The current study addresses this gap in the literature by empirically testing the linkages between servant leadership behavior and followers’ trust in their leaders.

Practical implications:

The study suggested specific trust-building behaviors in which leaders should continually engage: articulation of a shared vision, role-modeling, demonstration of concern and respect for followers, and integrity-infused decisions and actions.

Originality/value:
The current study represents the first large-scale attempt that empirically tests the linkages between servant leadership behavior and followers’ trust in their leaders.
© Emerald Group Publishing Limited
Keyword Leadership
Trust
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Faculty of Business, Economics and Law -- Publications
Official 2011 Collection
UQ Business School Publications
 
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Created: Thu, 28 Oct 2010, 16:35:08 EST by Karen Morgan on behalf of UQ Business School