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Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance

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  • Martin Lacroix

    (Faculty of Social Sciences and Cultural Studies, University of Giessen, Karl-Glöckner-Straße 21, 35394 Giessen, Germany)

  • Armin Pircher Verdorfer

    (School of Management, Technical University of Munich, Arcisstraße 21, 80333 München, Germany)

Abstract

This study tested the effect of servant leadership on followers’ inclinations to strive for and, in contrast, to avoid leadership responsibility. Results from a study in the health care context, including two waves of data from 222 employees, revealed that servant leadership had a small but positive effect on followers’ leadership avoidance. This effect was influenced by followers’ implicit conception of an ideal leader. Specifically, servant leadership was found to reduce leadership avoidance when the congruence with the followers’ ideal leader prototype was high. Furthermore, followers’ core self-evaluations and affective motivation to lead mediated the relationship between servant leadership and reduced leadership avoidance. Implications of these patterns for theory and practice and avenues for future research are discussed.

Suggested Citation

  • Martin Lacroix & Armin Pircher Verdorfer, 2017. "Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance," Administrative Sciences, MDPI, vol. 7(1), pages 1-11, February.
    • Handle: RePEc:gam:jadmsc:v:7:y:2017:i:1:p:6-:d:91565
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    References listed on IDEAS

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    8. Sen Sendjaya, 2015. "Personal and Organizational Excellence through Servant Leadership," Management for Professionals, Springer, edition 127, number 978-3-319-16196-9, December.
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    Cited by:

    1. Khawaja Fawad Latif & Marta Mas Machuca & Frederic Marimon & Umar Farooq Sahibzada, 2021. "Servant Leadership, Career, and Life Satisfaction in Higher Education: a Cross-Country Study of Spain, China, and Pakistan," Applied Research in Quality of Life, Springer;International Society for Quality-of-Life Studies, vol. 16(3), pages 1221-1247, June.
    2. Neubert, Mitchell J. & de Luque, Mary Sully & Quade, Matthew J. & Hunter, Emily M., 2022. "Servant leadership across the globe: Assessing universal and culturally contingent relevance in organizational contexts," Journal of World Business, Elsevier, vol. 57(2).
    3. Usama Najam & Norizah Binti Mohd Mustamil, 2022. "Does Proactive Personality Moderate the Relationship Between Servant Leadership and Psychological Ownership and Resilience?," SAGE Open, , vol. 12(2), pages 21582440221, April.
    4. Nguyen Phan Hanh Thao & Seung-Wan Kang, 2020. "When Servant Leaders Inspire Followers to Become Organizational Citizens? Empirical Evidence From Vietnam," SAGE Open, , vol. 10(1), pages 21582440199, January.
    5. Neale J. Slack & Gurmeet Singh & Jashwini Narayan & Shavneet Sharma, 2020. "Servant Leadership in the Public Sector: Employee Perspective," Public Organization Review, Springer, vol. 20(4), pages 631-646, December.

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