Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust

Farida Saleem, Yingying Zhang Zhang, C. Gopinath and Ahmad Adeel

SAGE Open, 2020, vol. 10, issue 1, 2158244019900562

Abstract: Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms’ sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of subordinates and their supervisors. The results from hierarchical linear model (HLM) for clustered data showed that servant leadership strongly predicted affective trust, organizational citizenship behaviors (OCBs), and task performance of subordinates; affective trust fully mediated servant leadership’s effect on task performance while partially mediates servant leadership’s effect on subordinates’ OCB. In contrast, cognitive trust did not mediate servant leadership’s effect on either OCB or task performance. These findings reveal the relevance of affective trust as the underlying mechanism which mediates and deciphers servant leadership into positive individual performance.

Keywords: servant leadership; affective trust; cognitive trust; performance; organizational citizenship behavior (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (11)

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Persistent link: https://EconPapers.repec.org/RePEc:sae:sagope:v:10:y:2020:i:1:p:2158244019900562

DOI: 10.1177/2158244019900562

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