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

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

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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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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: Newman, Alexander
Neesham, Cristina
Manville, Graham
Tse, Herman H. M.
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: green
ueaeprints.uea.ac.uk
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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Examining the influence of servant and entrepreneurial leadership on the work outcomes of employees in social enterprises

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