Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes

被引：258

作者：

van Dierendonck, Dirk ^{[1
]}

Stam, Daan ^{[1
]}

Boersma, Pieter ^{[1
]}

de Windt, Ninotchka ^{[1
]}

Alkema, Jorrit ^{[1
]}

机构：

[1] Erasmus Univ, Rotterdam Sch Management, NL-3062 PS Rotterdam, Netherlands

来源：

LEADERSHIP QUARTERLY | 2014年 / 25卷 / 03期

关键词：

Servant leadership; Transformational leadership; Engagement; Commitment; PROCEDURAL JUSTICE CLIMATE; TRANSACTIONAL LEADERSHIP; CHARISMATIC LEADERSHIP; MODERATING ROLE; NEED SATISFACTION; JOB INSECURITY; CRISIS; WORK; UNCERTAINTY; IDENTIFICATION;

D O I：

10.1016/j.leaqua.2013.11.014

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

This paper aimed to provide insights into the different mediating mechanisms through which servant leadership (SL) and transformational leadership (TFL) affect followers. We also investigated environmental uncertainty as a moderator of the effects of servant leadership and transformational leadership. Based on the results of two experimental studies and one field study, we concluded that both SL and TFL were related to organizational commitment and work engagement; however, the manner in which they exerted their influence differed. SL worked primarily through follower need satisfaction, whereas TFL worked mainly through perceived leadership effectiveness. The moderating influence of uncertainty was inconsistent across the studies. (C) 2013 Elsevier Inc. All rights reserved.

引用

页码：544 / 562

页数：19

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