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Public servant leadership: Myth or powerful reality?

Author

Listed:
  • Dong Chul Shim
  • Hyun Hee Park
  • Tae Ho Eom

Abstract

This study investigates whether servant leadership has a benevolent influence on government employees’ attitudes and productivity. Employing survey responses from 471 local government employees in Korea, this study found that servant leadership contributes to (1) developing employees’ trust in leadership, (2) enhancing employees’ perception of fair work procedures (procedural justice), and (3) inducing benevolent work behaviors (OCB). Thus, the results indicate that public sector leaders who define themselves as servant leaders can provide a better work environment and greater work engagement opportunities for their employees.

Suggested Citation

  • Dong Chul Shim & Hyun Hee Park & Tae Ho Eom, 2016. "Public servant leadership: Myth or powerful reality?," International Review of Public Administration, Taylor & Francis Journals, vol. 21(1), pages 3-20, January.
    • Handle: RePEc:taf:rrpaxx:v:21:y:2016:i:1:p:3-20
    DOI: 10.1080/12294659.2016.1147753
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    Cited by:

    1. Farida Saleem & Yingying Zhang Zhang & C. Gopinath & Ahmad Adeel, 2020. "Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust," SAGE Open, , vol. 10(1), pages 21582440199, January.
    2. Shoukat Iqbal Khattak & Muhammad Anwar Khan & Muhammad Iftikhar Ali & Hafiz Ghufran Ali Khan & Imran Saeed, 2023. "Relationship Between Servant Leadership, Leader-Member-Exchange, Organization Learning and Innovative Work Behavior: Evidence From High-Tech Firms," SAGE Open, , vol. 13(4), pages 21582440231, December.

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