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The Indirect Effects of Servant Leadership Behavior on Organizational Citizenship Behavior and Job Performance: Organizational Justice as a Mediator

Listed author(s):
  • Cemal Zehir

    (Yıldız Technical University, Istanbul, Turkey)

  • Bulent Akyuz

    (Faculty of Business Administration,Gebze Institute of Technology, Kocaeli, Turkey,)

  • M.Sule Eren

    (Faculty of Business Administration, Çanakkale 18 Mart Univ, Çanakkale, Turkey.)

  • Gulden Turhan

    (Technical Education Faculty, Marmara University, Istanbul, Turkey)

Registered author(s):

    The relationship between leader and followers plays a vital role, particularly in educational institutions where a keen understanding of human character and high level of social interaction ought to be facilitated. For this reason, in stark contrast to contemporary leaders who see people only as units of production or expendable resources in a profit and loss statement, servant leadership focuses on meeting the needs of followers, making them reach their maximum potential and so perform optimally in order to achieve organizational goals and objectives. This study examines the effects of servant leadership behaviors of private college principals on teachers’ organizational citizenship behavior and job performance. Using 300 respondents from the private education institutes in Turkey, servant leadership behavior is examined for its indirect effects on organizational citizenship behavior and job performance by its impact on organizational justice. Organizational justice acts as a mediator between the variables in question. All the results are in support of the studied mediation effects. Implications of the findings and suggestions for future research are discussed

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    Article provided by Society for the Study of Business & Finance in its journal International Journal of Research in Business and Social Science.

    Volume (Year): 2 (2013)
    Issue (Month): 3 (July)
    Pages: 1-13

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    Handle: RePEc:rbs:ijbrss:v:2:y:2013:i:3:p:1-13
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