Examining the influence of servant and entrepreneurial leadership on the work outcomes of employees in social enterprises

References

• Aryee, S., Walumbwa, F. O., Zhou, Q., & Hartnell, C. A. (2012). Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes. Human Performance, 25(1), 1–25.10.1080/08959285.2011.631648
   Web of Science ®Google Scholar
• Austin, J., Stevenson, H., & Wei-Skillern, J. (2006). Social and commercial entrepreneurship: Same, different, or both? Entrepreneurship, Theory and Practice, 30(1), 1–22.10.1111/etap.2006.30.issue-1
   Web of Science ®Google Scholar
• Avolio, B. J., Zhu, W., Koh, W., & Puja, B. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25, 951–968.10.1002/(ISSN)1099-1379
   Web of Science ®Google Scholar
• Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.
   Google Scholar
• Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.
   Google Scholar
• Battilana, J., & Dorado, S. (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53, 1419–1440.10.5465/AMJ.2010.57318391
   Web of Science ®Google Scholar
• Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.
   Google Scholar
• Bliese, P. (2000). Within-group agreement, non-independence, and reliability. In K. Klein & S. Kozloweski (Eds.), Multi-level theory, research, and methods in organizations (pp. 349–381). San Francisco, CA: Jossey-Bass.
   Google Scholar
• Borzaga, C., & Defourny, J. (2001). The emergence of social enterprise (Vol. 4). Hove: Psychology Press.
   Google Scholar
• Brammer, S., & Millington, A. (2005). Corporate reputation and philanthropy: An empirical analysis. Journal of Business Ethics, 61, 29–44.10.1007/s10551-005-7443-4
   Web of Science ®Google Scholar
• Browne, M. W., & Cudeck, R. (1992). Alternative ways of assessing model fit. Sociological Methods and Research, 21, 230–258.10.1177/0049124192021002005
   Web of Science ®Google Scholar
• Carter, D., & Baghurst, T. (2013). The influence of servant leadership on restaurant employee engagement. Journal of Business Ethics, 124, 453–464.
   Web of Science ®Google Scholar
• Chen, M. H. (2007). Entrepreneurial leadership and new ventures: Creativity in entrepreneurial teams. Creativity and Innovation Management, 16, 239–249.10.1111/caim.2007.16.issue-3
   Google Scholar
• Corner, P. D., & Ho, M. (2010). How opportunities develop in social entrepreneurship. Entrepreneurship, Theory and Practice, 34, 635–659.10.1111/etap.2010.34.issue-4
   Web of Science ®Google Scholar
• Dacin, P. A., Dacin, M. T., & Matear, M. (2010). Social entrepreneurship: Why we don’t need a new theory and how we move forward from here. Academy of Management Perspectives, 24, 37–57.10.5465/AMP.2010.52842950
   Web of Science ®Google Scholar
• Dacin, P. A., Dacin, M. T., & Tracey, P. (2011). Social entrepreneurship: A critique and future directions. Organization Science, 22, 1203–1213.10.1287/orsc.1100.0620
   Web of Science ®Google Scholar
• Dart, R. (2004). The legitimacy of social enterprise. Nonprofit Management and Leadership, 14, 411–424.10.1002/(ISSN)1542-7854
   Google Scholar
• Dauvergne, P., & LeBaron, G. (2014). Protest Inc: The corporatization of activism. Cambridge: Polity Press.
   Google Scholar
• Dees, J. (1998, January–February). Enterprising nonprofits. Harvard Business Review, pp. 55–67.
   Google Scholar
• Dees, J. (2007). Taking social entrepreneurship seriously. Society, 44, 24–31.10.1007/BF02819936
   Web of Science ®Google Scholar
• Dees, J. (2012). A tale of two cultures: Charity, problem solving, and the future of social entrepreneurship. Journal of Business Ethics, 111, 321–334.10.1007/s10551-012-1412-5
   Web of Science ®Google Scholar
• Duniam, M., & Eversole, R. (2013). Social Enterprises and Local Government: A Scoping Study. Sydney: Australian Centre of Excellence for Local Government.
   Google Scholar
• Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit-level organizational citizenship behavior. Personnel Psychology, 57, 61–94.10.1111/peps.2004.57.issue-1
   Web of Science ®Google Scholar
• Felício, J. A., Gonçalves, H. M., & da Conceição Gonçalves, V. (2013). Social value and organizational performance in non-profit social organizations: Social entrepreneurship, leadership, and socioeconomic context effects. Journal of Business Research, 66, 2139–2146.10.1016/j.jbusres.2013.02.040
   Web of Science ®Google Scholar
• Getz, I., & Robinson, A. G. (2003). Innovate or die: Is that a fact? Creativity and Innovation Management, 12, 130–136.10.1111/caim.2003.12.issue-3
   Google Scholar
• Grant, A. M. (2008). Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity. Journal of Applied Psychology, 93, 48–58.10.1037/0021-9010.93.1.48
   PubMed Web of Science ®Google Scholar
• Grant, A. M., Dutton, J. E., & Rosso, B. D. (2008). Giving commitment: Employee support programs and the prosocial sensemaking process. Academy of Management Journal, 51, 898–918.10.5465/AMJ.2008.34789652
   Web of Science ®Google Scholar
• Greenleaf, R. K. (1970). The servant as leader. Indianapolis, IN: The Robert K. Greenleaf Center.
   Google Scholar
• Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York, NY: Paulist Press.
   Google Scholar
• Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (25th anniversary edition). New York, NY: Paulist Press.
   Google Scholar
• Gupta, V., MacMillan, I. C., & Surie, G. (2004). Entrepreneurial leadership: Developing and measuring a cross-cultural construct. Journal of Business Venturing, 19, 241–260.10.1016/S0883-9026(03)00040-5
   Web of Science ®Google Scholar
• Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2016). Do ethical, authentic and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management. doi:10.1177/0149206316665461
   PubMedGoogle Scholar
• Huang, S., Ding, D., & Chen, Z. (2014). Entrepreneurial leadership and performance in Chinese new ventures: A moderated mediation model of exploratory innovation, exploitative innovation and environmental dynamism. Creativity and Innovation Management, 23, 453–471.10.1111/caim.2014.23.issue-4
   Web of Science ®Google Scholar
• Hunter, S. T., & Cushenbery, L. (2011). Leading for innovation: Direct and indirect influences. Advances in Developing Human Resources, 13, 248–265.10.1177/1523422311424263
   Google Scholar
• James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group inter-rater reliability with and without response bias. Journal of Applied Psychology, 69, 86–98.
   Web of Science ®Google Scholar
• Kim, K. Y., Eisenberger, R., & Baik, K. (2016). Perceived organizational support and affective organizational commitment: Moderating influence of perceived organizational competence. Journal of Organizational Behavior, 37, 558–583.10.1002/job.2081
   Web of Science ®Google Scholar
• Kjeldsen, A. M., & Andersen, L. B. (2013). How pro-social motivation affects job satisfaction: An international analysis of countries with different welfare state regimes. Scandinavian Political Studies, 36, 153–176.10.1111/scps.2013.36.issue-2
   Web of Science ®Google Scholar
• Kline, R. (2005). The principles and practices of structural equation modeling. New York, NY: The Guilford Press.
   Google Scholar
• Kuratko, D. F. (2007). Entrepreneurial leadership in the 21st century. Journal of Leadership and Organizational Studies, 13(4), 1–11.10.1177/10717919070130040201
   Google Scholar
• Lepoutre, J., Justo, R., Terjesen, S., & Bosma, N. (2013). Designing a global standardized methodology for measuring social entrepreneurship activity: The global entrepreneurship monitor social entrepreneurship study. Small Business Economics, 40, 693–714.10.1007/s11187-011-9398-4
   Web of Science ®Google Scholar
• Liden, R. C., Wayne, S. J., Meuser, J. D., Hu, J., Wu, J., & Liao, C. (2015). Servant leadership: Validation of a short form of the SL-28. Leadership Quarterly, 26, 254–269.
   Web of Science ®Google Scholar
• Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multilevel assessment. Leadership Quarterly, 19, 161–177.10.1016/j.leaqua.2008.01.006
   Web of Science ®Google Scholar
• Liu, G., Eng, T. Y., & Takeda, S. (2013). An investigation of marketing capabilities and social enterprise performance in the UK and Japan. Entrepreneurship, Theory and Practice, 39, 267–298.
   Web of Science ®Google Scholar
• Liu, G., Takeda, S., & Ko, W. W. (2014). Strategic orientation and social enterprise performance. Nonprofit and Voluntary Sector Quarterly, 43, 480–501.10.1177/0899764012468629
   Web of Science ®Google Scholar
• Mair, J., & Marti, I. (2006). Social entrepreneurship research: A source of explanation, prediction, and delight. Journal of World Business, 41, 36–44.10.1016/j.jwb.2005.09.002
   Web of Science ®Google Scholar
• Martin, R. (2003). To the rescue: Beating the heroic leadership trap. Stanford Social Innovation Review, 1( Winter), 36–43.
   Google Scholar
• Mayer, D. M., Bardes, M., & Piccolo, R. F. (2008). Do servant-leaders help satisfy follower needs? An organizational justice perspective. European Journal of Work and Organizational Psychology, 17, 180–197.10.1080/13594320701743558
   Web of Science ®Google Scholar
• Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conception. Journal of Applied Psychology, 78, 538–551.10.1037/0021-9010.78.4.538
   Web of Science ®Google Scholar
• Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20–52.10.1006/jvbe.2001.1842
   Web of Science ®Google Scholar
• Miao, Q., Newman, A., Schwarz, G., & Xu, L. (2014). Servant leadership, trust, and the organizational commitment of public sector employees in China. Public Administration, 92, 727–743.
   Web of Science ®Google Scholar
• Mumford, M. D., & Licuanan, B. (2004). Leading for innovation: Conclusions, issues, and directions. The Leadership Quarterly, 15, 163–171.10.1016/j.leaqua.2003.12.010
   Web of Science ®Google Scholar
• Neubert, M. J., Kacmar, K. M., Carlson, D. S., Chonko, L. B., & Roberts, J. A. (2008). Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior. Journal of Applied Psychology, 93, 1220–1233.10.1037/a0012695
   PubMed Web of Science ®Google Scholar
• Pache, A. C., & Santos, F. (2013). Inside the hybrid organization: Selective coupling as a response to conflicting institutional logics. Academy of Management Journal, 56, 972–1001.10.5465/amj.2011.0405
   Web of Science ®Google Scholar
• Parris, D. L., & Welty Peachey, J. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113, 377–393.10.1007/s10551-012-1322-6
   Web of Science ®Google Scholar
• Phills, J. A., Deiglmeier, K., & Miller, D. T. (2008). Rediscovering social innovation. Stanford Social Innovation Review, 6, 34–43.
   Google Scholar
• Pieterse, A. N., van Knippenberg, D., Schippers, M., & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31, 609–623.
   Web of Science ®Google Scholar
• Prabhu, G. N. (1999). Social entrepreneurial leadership. Career Development International, 4, 140–145.10.1108/13620439910262796
   Google Scholar
• Renko, M., El Tarabishy, A., Carsrud, A. L., & Brannback, M. (2015). Understanding and measuring entrepreneurial leadership style. Journal of Small Business Management, 53, 54–74.10.1111/jsbm.2015.53.issue-1
   Web of Science ®Google Scholar
• Riketta, M. (2002). Attitudinal organizational commitment and job performance: A meta-analysis. Journal of Organizational Behavior, 23, 257–266.10.1002/(ISSN)1099-1379
   Web of Science ®Google Scholar
• Roper, J., & Cheney, G. (2005). Leadership, learning, and human resource management: The meaning of social entrepreneurship today. Corporate Governance, 5, 95–104.10.1108/14720700510604733
   Google Scholar
• Schneider, S. K., & George, W. M. (2011). Servant leadership versus transformational leadership in voluntary service organizations. Leadership and Organization Development Journal, 32, 60–77.10.1108/01437731111099283
   Web of Science ®Google Scholar
• Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37, 580–607.10.2307/256701
   Web of Science ®Google Scholar
• Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). Defining and measuring servant leadership behavior in organizations. Journal of Management Studies, 45, 402–424.10.1111/joms.2007.45.issue-2
   Web of Science ®Google Scholar
• Simosi, M., & Xenikou, A. (2010). The role of organizational culture in the relationship between leadership and organizational commitment: An empirical study in a Greek organization. The International Journal of Human Resource Management, 21, 1598–1616.10.1080/09585192.2010.500485
   Web of Science ®Google Scholar
• Smith, L., & Woods, C. (2015). Stakeholder engagement in the social entrepreneurship process: Identity, governance and legitimacy. Journal of Social Entrepreneurship, 6, 186–217.10.1080/19420676.2014.987802
   Web of Science ®Google Scholar
• Social Traders. (2016). What is a social enterprise? Melbourne: Author. Retrieved January 3, 2016, from https://www.socialtraders.com.au/about-social-enterprise/what-is-a-social-enterprise/social-enterprise-spectrum/
   Google Scholar
• Stone, A. G., Russell, R. F., & Patterson, K. (2004). Transformational versus servant leadership: A difference in leader focus. Leadership and Organization Development Journal, 25, 349–361.10.1108/01437730410538671
   Google Scholar
• Thompson, J. L. (2002). The world of the social entrepreneur. International Journal of Public Sector Management, 15, 412–431.10.1108/09513550210435746
   Google Scholar
• Thompson, J., Alvy, G., & Lees, A. (2000). Social entrepreneurship: A new look at the people and the potential. Management Decision, 38, 328–338.10.1108/00251740010340517
   Google Scholar
• Thornberry, N. (2006). Lead like an entrepreneur: Keeping the entrepreneurial spirit alive within the corporation. Fairfield, PA: McGraw Hill.
   Google Scholar
• Tierney, P., & Farmer, S. M. (2002). Creative self-efficacy: Its potential antecedents and relationship to creative performance. Academy of Management Journal, 45, 1137–1148.10.2307/3069429
   Web of Science ®Google Scholar
• Tierney, P., & Farmer, S. M. (2011). Creative self-efficacy development and creative performance over time. Journal of Applied Psychology, 96, 277–293.10.1037/a0020952
   PubMed Web of Science ®Google Scholar
• Top, M., Akdere, M., & Tarcan, M. (2015). Examining transformational leadership, job satisfaction, organizational commitment and organizational trust in Turkish hospitals: Public servants versus private sector employees. International Journal of Human Resource Management, 26, 1259–1282.10.1080/09585192.2014.939987
   Web of Science ®Google Scholar
• Top, M., & Gider, Ö. (2013). Interaction of organizational commitment and job satisfaction of nurses and medical secretaries in Turkey. International Journal of Human Resource Management, 24, 667–683.10.1080/09585192.2012.680600
   Web of Science ®Google Scholar
• Tse, H. H. M., & Chiu, C. K. (2014). Transformational leadership and job performance. A social identity perspective. Journal of Business Research, 67, 2827–2835.10.1016/j.jbusres.2012.07.018
   Web of Science ®Google Scholar
• Van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic-transformational leadership research: Back to the drawing board? The Academy of Management Annals, 7, 1–60.10.1080/19416520.2013.759433
   Web of Science ®Google Scholar
• Verbeke, G., & Molenberghs, G. (2000). Linear mixed models for longitudinal data. New York, NY: Springer Verlag.
   Google Scholar
• Visser, W. (2011). The age of responsibility: CSR 2.0 and the new DNA of business. Journal of Business Systems, Governance and Ethics, 5, 7–22.
   Google Scholar
• Weerawardena, J., & Mort, G. S. (2006). Investigating social entrepreneurship: A multidimensional model. Journal of World Business, 41, 21–35.10.1016/j.jwb.2005.09.001
   Web of Science ®Google Scholar
• Yoshida, D., Sendjaya, S., Hirst, G., & Cooper, B. (2014). Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality. Journal of Business Research, 67, 1395–1404.10.1016/j.jbusres.2013.08.013
   Web of Science ®Google Scholar