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Introducing a short measure of shared servant leadership impacting team performance through team behavioral integration

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Sousa, Milton, Van Dierendonck, Dirk·2016·Frontiers in Psychology
DOI 10.3389/fpsyg.2015.02002PMC PMC4703754
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Abstract

The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of 2 weeks. The following year, study 2 included 288 students in 72 teams involved in the same simulation. The most important findings were that (1) shared servant leadership was a strong determinant of team behavioral integration, (2) information exchange worked as the main mediating process between shared servant leadership and team performance, and (3) the essence of servant leadership can be captured on the key dimensions of empowerment, humility, stewardship and accountability, allowing for a new promising shortened four-dimensional measure of shared servant leadership.

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  • Sousa and Van Dierendonck (2016) constructed a 15-item shared servant leadership measure derived from van Dierendonck and Nuijten's (2011) SLS.

    “For the shared leadership context, Sousa and Van Dierendonck (2016) constructed a 15-item shared servant leadership measure derived from van Dierendonck and Nuijten's (2011) SLS.”

    From Servant Leadership: A systematic review and call for future research (2019) · cites this paper as Sousa and Van Dierendonck (2016)

  • The positive relationship between servant leadership and multiple levels of performance has been demonstrated through employee, team, and organizational performance.

    “The positive relationship between servant leadership and multiple levels of performance has been demonstrated through employee (Liden et al., 2008), team (Sousa & Van Dierendonck, 2016) and organizational performance (Choudhary, Akhtar, & Zaheer, 2013).”

    From Servant Leadership: A systematic review and call for future research (2019) · cites this paper as Sousa & Van Dierendonck, 2016

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Authors
Sousa, M., & Van Dierendonck, D.
Affiliations
NOVA School of Business and Economics (PT)
Corresponding author
Sousa, Milton
ORCID
Sousa, Milton
Venue
Frontiers in Psychology
Publisher
Frontiers Media SA
Published
2016-01-07
Volume
6
Pages
2002-2002
ISSN
1664-1078 (ISSN-L)
DOI
10.3389/fpsyg.2015.02002
PMC
PMC4703754
OpenAlex
W2260604455
Cited by
72
References
5
Citations by year
2026: 3 · 2025: 6 · 2024: 7 · 2023: 13 · 2022: 11 · 2021: 11 · 2020: 8 · 2019: 7 · 2018: 6
FWCI
6.81
Type
journal article
Language
en
Open access
Licence
cc-by
Locations
  • Frontiers in Psychology (publishedVersion, cc-by)
  • Europe PMC (PubMed Central) (publishedVersion, cc-by)
  • PubMed Central (publishedVersion, cc-by)
  • PubMed (publishedVersion)
  • EUR Research Repository (Erasmus University Rotterdam) (publishedVersion, other-oa)
  • EUR Research Repository (Erasmus University Rotterdam) (submittedVersion, other-oa)
  • RePub (Erasmus University Rotterdam) (submittedVersion, other-oa)
  • DOAJ (DOAJ: Directory of Open Access Journals) (submittedVersion, cc-by-sa)
  • RePub (Erasmus University Rotterdam) (submittedVersion)
  • ERIM Top-Core Articles
Topics
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Keywords
team performance, information sharing, leadership assessment, empowerment, humility, stewardship, accountability, business simulation

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