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Cited by 174Job Satisfaction and Organizational BehaviorEmployee Performance and LeadershipEntrepreneurship Studies and Influences

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

Open access
Newman, Alexander, Neesham, Cristina, Manville, Graham, Tse, Herman H. M.·2018·The International Journal of Human Resource Management
DOI 10.1080/09585192.2017.1359792
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Abstract

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.

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Crossref · 10.1080/09585192.2017.1359792

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  • Empirical work across industries shows that servant leadership elevates psychological safety, which in turn predicts stronger collaboration and fewer destructive conflicts.

    “Empirical work across industries shows that servant leadership elevates psychological safety, which in turn predicts stronger collaboration and fewer destructive conflicts (Roh et al., 2023;Newman et al., 2018).”

    From Servant Leadership as a Driver of Team Cohesion and Conflict Mitigation: The Mediating Role of Psychological Safety (2025) · cites this paper as Newman et al., 2018

    The “Leadership and innovative behavior” section says servant leadership may promote a climate of safety and security and foster team members’ collective effort. It does not establish that psychological safety mediates collaboration, report fewer destructive conflicts, or demonstrate those outcomes across industries. The paper’s own study concerns employees in social enterprises; page numbers are unavailable in our copy. (LLM, conf=0.84)

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Flagged first, then by citations

11 of the 91 references couldn’t be matched to a known paper.

Research works printed but not linked: 8

  1. Bliese, P. (2000). Within-group agreement, non-independence, and reliability. In K. Klein & S. Kozloweski (Eds.), Multi-level theory, research, and methods in organizations (pp. 349-381. San Francisco, CA: Jossey-Bass.
  2. Dees, J. (1998). Enterprising nonprofits. Harvard Business Review, Jan-Feb, 55-67.
  3. Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness (25th anniversary edition). New York, NY: Paulist Press.
  4. Martin, R. (2003). To the rescue: Beating the heroic leadership trap. Stanford Social Innovation Review, Winter, 36-43.
  5. Phills, J. A., Deiglmeier, K., & Miller, D. T. (2008). Rediscovering social innovation. Stanford Social Innovation Review, 6, 34-43.
  6. Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). Defining and measuring servant leadership behavior in organizations. Journal of Management Studies, 45, 402-424.
  7. Tracey, P., & Jarvis, O. (2006). An enterprising failure: Why a promising social enterprise collapsed. Stanford Social Innovation Review, Spring, 66-70.
  8. Visser, W. (2011). The age of responsibility: CSR 2.0 and the new DNA of business. Journal of Business Systems, Governance and Ethics, 5, 7-22.

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Authors
Newman, A., Neesham, C., Manville, G., & Tse, H. H. M.
Affiliations
  • Deakin University (AU)
  • Swinburne University of Technology (AU)
  • University of East Anglia (GB)
  • Monash University (AU)
Corresponding author
Newman, Alexander
ORCID
Venue
The International Journal of Human Resource Management
Publisher
Informa UK Limited
Published
2017-07-29
Volume
29
Issue
20
Pages
2905-2926
ISSN
  • 0958-5192 (ISSN-L)
  • 1466-4399
DOI
10.1080/09585192.2017.1359792
OpenAlex
W2739864212
Cited by
173
References
91
Citations by year
2026: 18 · 2025: 24 · 2024: 17 · 2023: 30 · 2022: 32 · 2021: 20 · 2020: 21 · 2019: 8 · 2018: 3
FWCI
15.79
Type
journal article
Language
en
Open access
Locations
  • The International Journal of Human Resource Management (publishedVersion)
  • UEA Digital Repository (University of East Anglia) (submittedVersion)
  • Figshare (submittedVersion, cc-by)
  • Swinburne figshare (Swinburne University of Technology) (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Entrepreneurship Studies and Influences
Keywords
servant leadership, entrepreneurial leadership, social enterprises, organizational commitment, innovative behavior, employee outcomes, leadership styles, prosocial motivation, creative self-efficacy

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