Servant Leadership and Follower Outcomes: Mediating Effects of Organizational Identification and Psychological Safety

ABSTRACT

This study investigated the mediating role of organizational identification and psychological safety in the relationship between servant leadership and two employee outcomes: employee voice and negative feedback seeking behavior. The sample for this study comprised of 174 full-time employees drawn from a large food company based in Pakistan. Results showed that organizational identification and psychological safety partially mediated the effects of servant leadership on voice and negative feedback seeking behavior. The theoretical and practical implications of this research are discussed.

KEYWORDS:

• Employee voice behavior
• negative feedback seeking behavior
• organizational identification
• psychological safety
• servant leadership

Additional information

Notes on contributors

Aamir Ali Chughtai

Author Notes

Aamir Ali Chughtai is an associate professor at the Forman Christian College, Lahore, Pakistan. His current research interests are employee engagement, trust, workplace commitment, and organizational leadership.