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

Version 2 2024-06-13, 17:03
Version 1 2017-12-04, 11:14
journal contribution
posted on 2024-06-13, 17:03 authored by A Newman, C Neesham, G Manville, HHM Tse
The present study examines the relative influence of two distinct leadership styles, servant leadership and entrepreneurial leadership, on the organizational commitment and innovative behavior of employees working in social enterprises. Analyzing data from 169 employees and 42 social entrepreneurs, we found that, although servant leadership was positively related to followers’ organizational commitment, the relationship between entrepreneurial leadership and organizational commitment was insignificant. In contrast, whilst we found evidence that entrepreneurial leadership was positively related to followers’ innovative behavior, the relationship between servant leadership and employees’ innovative behavior was insignificant. Our research contributes to the underdeveloped literature on leadership in social enterprises by exploring the relative effectiveness of different leadership styles (namely an entrepreneurial leadership style and a servant leadership style) in promoting follower work attitudes and behaviors in social enterprises. In addition, our research demonstrates the importance of leadership over and above followers’ individual differences such as pro-social motivation and creative self-efficacy.

History

Journal

International journal of human resource management

Volume

29

Pagination

2905-2926

Location

Abingdon, Eng.

ISSN

0958-5192

eISSN

1466-4399

Language

eng

Publication classification

C Journal article, C1 Refereed article in a scholarly journal

Copyright notice

2017, Informa UK Limited, trading as Taylor & Francis group

Issue

20

Publisher

Routledge