How Servant Leadership Motivates Innovative Behavior: A Moderated Mediation Model

Jianji Zeng and Guangyi Xu
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Jianji Zeng: School of Medical Business, Guangdong Pharmaceutical University, Guangzhou 510006, China
Guangyi Xu: School of Business Administration, South China University of Technology, Guangzhou 510640, China

IJERPH, 2020, vol. 17, issue 13, 1-14

Abstract: Drawing on social identity theory, this study examines the effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs of perceived insider status and organization-based self-esteem, and the moderating effect of leader–member exchange (LMX). This moderated mediation model was tested with two waves of data from 269 university teachers in China. Results reveal that the self-concept constructs mediate the relationship between servant leadership and university teachers’ innovative behavior. Moreover, LMX strengthens the relationship between servant leadership and the self-concept constructs, as well as the indirect effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs. Findings suggest that servant leadership is related to increased innovative behavior due to its positive influence on the self-concept of university teachers and it highlights the importance of developing a favorable supervisor–subordinate relationship.

Keywords: servant leadership; perceived insider status; organization-based self-esteem; innovative behavior; LMX (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (6)

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