Servant leadership and employees’ performance: organization and information structure perspective

ABSTRACT

Prior research has established the relationship between servant leadership and employees’ task performance; however, these studies have ignored the boundary conditions under which this relationship can be sustained. The current study bridges this gap by examining the moderating role of task interdependence and information asymmetry on the relationship between servant leadership and employees’ task performance. It is argued that such a relationship is stronger in organizations where employees perceive lower task interdependence and higher information asymmetry. Multi-source data were collected using two independent surveys from 475 employees and 98 supervisors working in service sector organizations. Structural equation modeling was used to test the measurement and hypothesized models. The results showed that servant leadership positively affected employees’ task performance, which was further moderated by task interdependence and information asymmetry.

摘要

已有研究已经建立了服务型领导与员工任务绩效之间的关系；然而，这些研究忽略了这种关系能够维持的边界条件。本研究通过考察任务相互依赖和信息不对称在服务型领导与员工任务绩效之间的调节作用，填补了这一空白。有人认为，这种关系在员工感知较低的任务相互依赖和较高的信息不对称的组织中更强。通过对服务部门组织的475名员工和98名主管进行两项独立调查，收集了多源数据。采用结构方程模型对测量模型和假设模型进行检验。结果表明，服务型领导对员工任务绩效有正向影响，任务相互依赖和信息不对称进一步调节了服务型领导对员工任务绩效的影响。

KEYWORDS:

• Servant leadership
• employees’ task performance
• information asymmetry
• task interdependence

关键词:

• 服务型领导
• 员工任务绩效
• 信息不对称
• 任务相互依赖

Disclosure statement

No potential conflict of interest was reported by the author(s).