Servant leadership, trust, and the organizational commitment of public sector employees in China

Miao, Qing, Newman, Alexander, Schwarz, Gary and Xu, Lin 2014, Servant leadership, trust, and the organizational commitment of public sector employees in China, Public administration, vol. 92, no. 3, pp. 727-743, doi: 10.1111/padm.12091.

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Title Servant leadership, trust, and the organizational commitment of public sector employees in China
Author(s) Miao, Qing
Newman, AlexanderORCID iD for Newman, Alexander
Schwarz, Gary
Xu, Lin
Journal name Public administration
Volume number 92
Issue number 3
Start page 727
End page 743
Total pages 17
Publisher Wiley
Place of publication London, Eng.
Publication date 2014-09
ISSN 1099-162X
Keyword(s) Social Sciences
Political Science
Public Administration
Government & Law
Summary © 2014 John Wiley & Sons Ltd. So-called servant leaders strive selflessly and altruistically to assist others before themselves, work to develop their followers' greatest potential, and seek to benefit the wider community. This article examines the trust-based mechanisms by which servant leadership influences organizational commitment in the Chinese public sector, using data from a survey of civil servants. Quantitative analysis shows that servant leadership strongly influences affective and normative commitment, while having no impact on continuance commitment. Furthermore, we find that affective trust rather than cognitive trust is the mechanism by which servant leadership induces higher levels of commitment. Our findings suggest that in a time of decreasing confidence levels in public leaders, servant leadership behaviour may be used to re-establish trust and create legitimacy for the Chinese civil service.
Language eng
DOI 10.1111/padm.12091
Field of Research 150310 Organisation and Management Theory
1402 Applied Economics
Socio Economic Objective 970115 Expanding Knowledge in Commerce
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2014, Wiley
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Document type: Journal Article
Collection: Department of Management
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