Research Article
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Effects of Servant Leadership on Psychological Capitals and Productivities of Employees

Year 2020, Volume: 34 Issue: 2, 273 - 291, 13.04.2020
https://doi.org/10.16951/atauniiibd.533275

Abstract











Focusing on human
strength and flourishing, positive organizational behavior opened a new era in organizational
behavior studies and reshaped scholars’ and practitioners’ demands from
leadership. More human focused leaders have become acceptable and popular
including servant leadership, one of the main points we have focused in this
study. In our research model, being inspired from positive organizational
behavior and one of its famous constructs, positive psychological capacities;
the developable, measurable and managable psychological powers of individuals, we
designed a model testing effects of servant leadership on psychological capacities
of individuals in organizational settings and psychological capitals effect on
employee productivity. We tested our model on white collar workers in İstanbul
region of Turkey, by applying face to face and online surveys. Later, we
analyzed our data in SPSS 20.0 program and we found that as we have supposed servant
leadership behavior of leaders has a positive effect on positive psychological
capacities of individuals which in turn effects positively their
productivities.

References

  • Abbas, M., & Raja, U. (2015). Impact of psychological capital on innovative performance and job stress. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 32(2), 128-138.
  • Al Hila, A. A., & Al Shobaki, M. J. (2016). The Role Of Servant Leadership In Achieving Excellence Performance In Technical Colleges-Provinces Of Gaza Strip. International Journal of Management Research and Business Strategy, 6(1), 69-91.
  • Alessandri, G., Consiglio, C., Luthans, F., & Borgogni, L. (2018). Testing a dynamic model of the impact of psychological capital on work engagement and job performance. Career Development International, 23(1), 33-47.
  • Avey, J. B., Reichard, R. J., Luthans, F., & Mhatre, K. H. (2011). Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human resource development quarterly, 22(2), 127-152.
  • Bande, B., Fernández-Ferrín, P., Varela-Neira, C., & Otero-Neira, C. (2016). Exploring the relationship among servant leadership, intrinsic motivation and performance in an industrial sales setting. Journal of Business & Industrial Marketing, 31(2), 219-231.
  • Bandura A. (1997). Self-self efficacy: The exercise of control. New York: Freeman.
  • Bandura A. (1998). Personal and collective efficacy in human adaptation and change. In Adair JG, Belanger D, Dion KL (Eds.), Advances in psychological science, Vol. 1: Personal, social and cultural aspects (pp. 51–71). Hove, UK: Psychology Press.
  • Barroca, A., Neto, C., & Silveira, A. (2017). Servant leadership through arts–a state of the art. Review of Business and Legal Sciences/Revista de Ciências Empresariais e Jurídicas, (29), 181-193.
  • Baykal, E., & Zehir, C. (2018). Mediating effect of psychological capital on the relationship between spiritual leadership and performance. Economics and Management.
  • Baykal, E., Zehir, C., & Kole, M. (2018). Effects of Servant Leadership on Gratitude, Empowerment, Innovativeness and Performance: Turkey Example. Journal of Economy Culture and Society, 57, 29-52.
  • Boyatzis, R. E., Smith, M. L., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education, 5, 8–24.
  • Carmona–Halty, M., Salanova, M., Llorens, S., & Schaufeli, W. B. (2018). How Psychological Capital Mediates Between Study–Related Positive Emotions and Academic Performance. Journal of Happiness Studies, 1-13.
  • George, W. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.
  • Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.
  • Greenleaf, R. K. 1970. The servant as leader. Indianapolis: Robert K. Greenleaf Center.
  • Hanse, J. J., Harlin, U., Jarebrant, C., Ulin, K., & Winkel, J. (2016). The impact of servant leadership dimensions on leader–member exchange among health care professionals. Journal of nursing management, 24(2), 228-234.
  • Harju, L. K., Schaufeli, W. B., & Hakanen, J. J. (2018). A multilevel study on servant leadership, job boredom and job crafting. Journal of Managerial Psychology, 33(1), 2-14.
  • Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529.
  • Hsiao, C., Lee, Y. H., & Chen, W. J. (2015). The effect of servant leadership on customer value co-creation: A cross-level analysis of key mediating roles. Tourism Management, 49, 45-57.
  • Huang, J., Li, W., Qiu, C., Yim, F. H. K., & Wan, J. (2016). The impact of CEO servant leadership on firm performance in the hospitality industry. International Journal of Contemporary Hospitality Management, 28(5), 945-968.
  • Hur, W. M., Rhee, S. Y., & Ahn, K. H. (2016). Positive psychological capital and emotional labor in Korea: the job demands-resources approach. The International Journal of Human Resource Management, 27(5), 477-500.
  • Kouzes, J.M. and Posner, B.Z. (1993), Credibility: How Leaders Gain and Lose It, Why People Demand It, JosseyBass Publishers,San Francisco, CA.
  • Lapointe, É., & Vandenberghe, C. (2018). Examination of the relationships between servant leadership, organizational commitment, and voice and antisocial behaviors. Journal of Business Ethics, 148(1), 99-115.
  • Larson, M., & Luthans, F. (2006). Potential added value of psychological capital in predicting work attitudes. Journal of leadership & organizational studies, 13(2), 75-92.
  • Li, Y., Wang, Z., Yang, L. Q., & Liu, S. (2016). The crossover of psychological distress from leaders to subordinates in teams: The role of abusive supervision, psychological capital, and team performance. Journal of Occupational Health Psychology, 21(2), 142.
  • Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5), 1434-1452.
  • Liden, R. C., Wayne, S. J., Meuser, J. D., Hu, J., Wu, J., & Liao, C. (2015). Servant leadership: Validation of a short form of the SL-28. The Leadership Quarterly, 26(2), 254-269.
  • Luthans F, Avolio B, Walumbwa F, Li W. (2005). The psychological capital of Chinese workers: Exploring the relationship with performance. Management and Organiza- tion Review, 1, 247–269.
  • Luthans F. (2002a). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23, 695–706.
  • Luthans F. (2002b). Positive organizational behavior: Developing and managing psychological strengths. Academy of Management Executive, 16, 57–72.
  • Luthans, F., & Jensen, S. M. (2002). Hope: A new positive strength for human resource development. Human resource development review, 1(3), 304-322.
  • Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological capital: An evidence-based positive approach. Annual Review of Organizational Psychology and Organizational Behavior, 4, 339-366.
  • Luthans, F., & Youssef, C.M. (2007). Emerging positive organiza- tional behavior. Journal of Management, 33(3), 321–349.
  • Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel psychology, 60(3), 541-572.
  • Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(2), 219-238.
  • Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(2), 219-238.
  • Luthans, F., Youssef, C.M., & Avolio, B.J. (2007). Psychological capital. New York, NY: Oxford University Press.
  • Masten AS. (2001). Ordinary magic: Resilience processes in development. American Psychologist, 56, 227–239.
  • Mathe, K., Scott-Halsell, S., Kim, S., & Krawczyk, M. (2017). Psychological capital in the quick service restaurant industry: a study of unit-level performance. Journal of Hospitality & Tourism Research, 41(7), 823-845.
  • McMurray, A. J., Pirola-Merlo, A., Sarros, J. C., & Islam, M. M. (2010). Leadership, climate, psychological capital, commitment, and wellbeing in a non-profit organization. Leadership & Organization Development Journal, 31(5), 436-457.
  • McQuiston, D. H. (2018). Blending Customer-Orientated Sales, Servant Leadership, and Biblical Principles of Servanthood into a New Sales Framework: The Serving Salesperson. Christian Business Academy Review (CBAR), 13.
  • Meneghel, I., Salanova, M., & Martínez, I. M. (2016). Feeling good makes us stronger: How team resilience mediates the effect of positive emotions on team performance. Journal of Happiness Studies, 17(1), 239-255.
  • Ortega-Maldonado, A., & Salanova, M. (2018). Psychological capital and performance among undergraduate students: the role of meaning-focused coping and satisfaction. Teaching in Higher Education, 23(3), 390-402.
  • Ozturk, A., & Karatepe, O. M. (2018). Frontline hotel employees’ psychological capital, trust in organization, and their effects on nonattendance intentions, absenteeism, and creative performance. Journal of Hospitality Marketing & Management, 1-23.
  • Panaccio, A., Henderson, D. J., Liden, R. C., Wayne, S. J., & Cao, X. (2015). Toward an understanding of when and why servant leadership accounts for employee extra-role behaviors. Journal of Business and Psychology, 30(4), 657-675.
  • Parris, D.L., & Peachey, J.W. (2013) A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113, 377-393.
  • Patterson, K. (2010). Servant leadership and love. In D. van Dierendonck & K. Patterson (Eds.), Servant leadership, devel- opments in theory and research (pp. 67–76). Hampshire, UK: Palgrave Macmillan.
  • Peterson, S. J., Luthans, F., Avolio, B. J., Walumbwa, F. O., & Zhang, Z. (2011). Psychological capital and employee performance: A latent growth modeling approach. Personnel Psychology, 64(2), 427-450.
  • Reinke, S. J. (2004). Service before self: Towards a theory of servant-leadership. Global Virtue Ethics Review, 5(3), 30-57.
  • Russell, R. F. (2001). The role of values in servant leadership. Leadership & Organization Development Journal, 22(2), 76-84.
  • Russell, R. F., & Gregory Stone, A. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23(3), 145-157.
  • Ryan, K.D. and Oestreich, D.K. 1998), Driving Fear out of the Workplace: Creating the High- trust, High-performance Organization, Jossey- Bass, San Francisco, CA.
  • Seligman MEP, Steen TA, Park N, Peterson C. (2005). Positive psychology progress: Empirical validation of interventions. American Psychologist, 60, 410–421.
  • Sheldon K, King L. (2001). Why positive psychology is necessary. American Psychologist, 56(3), 216–217.
  • Snyder CR. (2000). Handbook of hope. San Diego: Academic Press.
  • Snyder CR. (2002). Hope theory: Rainbows in the mind. Psychological Inquiry, 13(4), 249–276.
  • Snyder, C. R. (Ed.). (1997). Hope for the journey: Helping children through good times and bad. Basic Books (AZ).
  • Song, C., Park, K. R., & Kang, S. W. (2015). Servant leadership and team performance: The mediating role of knowledge-sharing climate. Social Behavior and Personality: an international journal, 43(10), 1749-1760.
  • Van Dierendonck, D., & Patterson, K. (2015). Compassionate love as a cornerstone of servant leadership: An integration of previous theorizing and research. Journal of Business Ethics, 128(1), 119-131.
  • Walumbwa, F. O., Luthans, F., Avey, J. B., & Oke, A. (2011). Authentically leading groups: The mediating role of collective psychological capital and trust. Journal of Organizational Behavior, 32(1), 4-24.
  • Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21.
  • Wong, P. T., & Page, D. (2003). Servant leadership: An opponent-process model and the revised servant leadership profile. In Proceedings of the Servant Leadership Research Roundtable.
Year 2020, Volume: 34 Issue: 2, 273 - 291, 13.04.2020
https://doi.org/10.16951/atauniiibd.533275

Abstract

References

  • Abbas, M., & Raja, U. (2015). Impact of psychological capital on innovative performance and job stress. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 32(2), 128-138.
  • Al Hila, A. A., & Al Shobaki, M. J. (2016). The Role Of Servant Leadership In Achieving Excellence Performance In Technical Colleges-Provinces Of Gaza Strip. International Journal of Management Research and Business Strategy, 6(1), 69-91.
  • Alessandri, G., Consiglio, C., Luthans, F., & Borgogni, L. (2018). Testing a dynamic model of the impact of psychological capital on work engagement and job performance. Career Development International, 23(1), 33-47.
  • Avey, J. B., Reichard, R. J., Luthans, F., & Mhatre, K. H. (2011). Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human resource development quarterly, 22(2), 127-152.
  • Bande, B., Fernández-Ferrín, P., Varela-Neira, C., & Otero-Neira, C. (2016). Exploring the relationship among servant leadership, intrinsic motivation and performance in an industrial sales setting. Journal of Business & Industrial Marketing, 31(2), 219-231.
  • Bandura A. (1997). Self-self efficacy: The exercise of control. New York: Freeman.
  • Bandura A. (1998). Personal and collective efficacy in human adaptation and change. In Adair JG, Belanger D, Dion KL (Eds.), Advances in psychological science, Vol. 1: Personal, social and cultural aspects (pp. 51–71). Hove, UK: Psychology Press.
  • Barroca, A., Neto, C., & Silveira, A. (2017). Servant leadership through arts–a state of the art. Review of Business and Legal Sciences/Revista de Ciências Empresariais e Jurídicas, (29), 181-193.
  • Baykal, E., & Zehir, C. (2018). Mediating effect of psychological capital on the relationship between spiritual leadership and performance. Economics and Management.
  • Baykal, E., Zehir, C., & Kole, M. (2018). Effects of Servant Leadership on Gratitude, Empowerment, Innovativeness and Performance: Turkey Example. Journal of Economy Culture and Society, 57, 29-52.
  • Boyatzis, R. E., Smith, M. L., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education, 5, 8–24.
  • Carmona–Halty, M., Salanova, M., Llorens, S., & Schaufeli, W. B. (2018). How Psychological Capital Mediates Between Study–Related Positive Emotions and Academic Performance. Journal of Happiness Studies, 1-13.
  • George, W. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.
  • Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.
  • Greenleaf, R. K. 1970. The servant as leader. Indianapolis: Robert K. Greenleaf Center.
  • Hanse, J. J., Harlin, U., Jarebrant, C., Ulin, K., & Winkel, J. (2016). The impact of servant leadership dimensions on leader–member exchange among health care professionals. Journal of nursing management, 24(2), 228-234.
  • Harju, L. K., Schaufeli, W. B., & Hakanen, J. J. (2018). A multilevel study on servant leadership, job boredom and job crafting. Journal of Managerial Psychology, 33(1), 2-14.
  • Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529.
  • Hsiao, C., Lee, Y. H., & Chen, W. J. (2015). The effect of servant leadership on customer value co-creation: A cross-level analysis of key mediating roles. Tourism Management, 49, 45-57.
  • Huang, J., Li, W., Qiu, C., Yim, F. H. K., & Wan, J. (2016). The impact of CEO servant leadership on firm performance in the hospitality industry. International Journal of Contemporary Hospitality Management, 28(5), 945-968.
  • Hur, W. M., Rhee, S. Y., & Ahn, K. H. (2016). Positive psychological capital and emotional labor in Korea: the job demands-resources approach. The International Journal of Human Resource Management, 27(5), 477-500.
  • Kouzes, J.M. and Posner, B.Z. (1993), Credibility: How Leaders Gain and Lose It, Why People Demand It, JosseyBass Publishers,San Francisco, CA.
  • Lapointe, É., & Vandenberghe, C. (2018). Examination of the relationships between servant leadership, organizational commitment, and voice and antisocial behaviors. Journal of Business Ethics, 148(1), 99-115.
  • Larson, M., & Luthans, F. (2006). Potential added value of psychological capital in predicting work attitudes. Journal of leadership & organizational studies, 13(2), 75-92.
  • Li, Y., Wang, Z., Yang, L. Q., & Liu, S. (2016). The crossover of psychological distress from leaders to subordinates in teams: The role of abusive supervision, psychological capital, and team performance. Journal of Occupational Health Psychology, 21(2), 142.
  • Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5), 1434-1452.
  • Liden, R. C., Wayne, S. J., Meuser, J. D., Hu, J., Wu, J., & Liao, C. (2015). Servant leadership: Validation of a short form of the SL-28. The Leadership Quarterly, 26(2), 254-269.
  • Luthans F, Avolio B, Walumbwa F, Li W. (2005). The psychological capital of Chinese workers: Exploring the relationship with performance. Management and Organiza- tion Review, 1, 247–269.
  • Luthans F. (2002a). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, 23, 695–706.
  • Luthans F. (2002b). Positive organizational behavior: Developing and managing psychological strengths. Academy of Management Executive, 16, 57–72.
  • Luthans, F., & Jensen, S. M. (2002). Hope: A new positive strength for human resource development. Human resource development review, 1(3), 304-322.
  • Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological capital: An evidence-based positive approach. Annual Review of Organizational Psychology and Organizational Behavior, 4, 339-366.
  • Luthans, F., & Youssef, C.M. (2007). Emerging positive organiza- tional behavior. Journal of Management, 33(3), 321–349.
  • Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel psychology, 60(3), 541-572.
  • Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(2), 219-238.
  • Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(2), 219-238.
  • Luthans, F., Youssef, C.M., & Avolio, B.J. (2007). Psychological capital. New York, NY: Oxford University Press.
  • Masten AS. (2001). Ordinary magic: Resilience processes in development. American Psychologist, 56, 227–239.
  • Mathe, K., Scott-Halsell, S., Kim, S., & Krawczyk, M. (2017). Psychological capital in the quick service restaurant industry: a study of unit-level performance. Journal of Hospitality & Tourism Research, 41(7), 823-845.
  • McMurray, A. J., Pirola-Merlo, A., Sarros, J. C., & Islam, M. M. (2010). Leadership, climate, psychological capital, commitment, and wellbeing in a non-profit organization. Leadership & Organization Development Journal, 31(5), 436-457.
  • McQuiston, D. H. (2018). Blending Customer-Orientated Sales, Servant Leadership, and Biblical Principles of Servanthood into a New Sales Framework: The Serving Salesperson. Christian Business Academy Review (CBAR), 13.
  • Meneghel, I., Salanova, M., & Martínez, I. M. (2016). Feeling good makes us stronger: How team resilience mediates the effect of positive emotions on team performance. Journal of Happiness Studies, 17(1), 239-255.
  • Ortega-Maldonado, A., & Salanova, M. (2018). Psychological capital and performance among undergraduate students: the role of meaning-focused coping and satisfaction. Teaching in Higher Education, 23(3), 390-402.
  • Ozturk, A., & Karatepe, O. M. (2018). Frontline hotel employees’ psychological capital, trust in organization, and their effects on nonattendance intentions, absenteeism, and creative performance. Journal of Hospitality Marketing & Management, 1-23.
  • Panaccio, A., Henderson, D. J., Liden, R. C., Wayne, S. J., & Cao, X. (2015). Toward an understanding of when and why servant leadership accounts for employee extra-role behaviors. Journal of Business and Psychology, 30(4), 657-675.
  • Parris, D.L., & Peachey, J.W. (2013) A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113, 377-393.
  • Patterson, K. (2010). Servant leadership and love. In D. van Dierendonck & K. Patterson (Eds.), Servant leadership, devel- opments in theory and research (pp. 67–76). Hampshire, UK: Palgrave Macmillan.
  • Peterson, S. J., Luthans, F., Avolio, B. J., Walumbwa, F. O., & Zhang, Z. (2011). Psychological capital and employee performance: A latent growth modeling approach. Personnel Psychology, 64(2), 427-450.
  • Reinke, S. J. (2004). Service before self: Towards a theory of servant-leadership. Global Virtue Ethics Review, 5(3), 30-57.
  • Russell, R. F. (2001). The role of values in servant leadership. Leadership & Organization Development Journal, 22(2), 76-84.
  • Russell, R. F., & Gregory Stone, A. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23(3), 145-157.
  • Ryan, K.D. and Oestreich, D.K. 1998), Driving Fear out of the Workplace: Creating the High- trust, High-performance Organization, Jossey- Bass, San Francisco, CA.
  • Seligman MEP, Steen TA, Park N, Peterson C. (2005). Positive psychology progress: Empirical validation of interventions. American Psychologist, 60, 410–421.
  • Sheldon K, King L. (2001). Why positive psychology is necessary. American Psychologist, 56(3), 216–217.
  • Snyder CR. (2000). Handbook of hope. San Diego: Academic Press.
  • Snyder CR. (2002). Hope theory: Rainbows in the mind. Psychological Inquiry, 13(4), 249–276.
  • Snyder, C. R. (Ed.). (1997). Hope for the journey: Helping children through good times and bad. Basic Books (AZ).
  • Song, C., Park, K. R., & Kang, S. W. (2015). Servant leadership and team performance: The mediating role of knowledge-sharing climate. Social Behavior and Personality: an international journal, 43(10), 1749-1760.
  • Van Dierendonck, D., & Patterson, K. (2015). Compassionate love as a cornerstone of servant leadership: An integration of previous theorizing and research. Journal of Business Ethics, 128(1), 119-131.
  • Walumbwa, F. O., Luthans, F., Avey, J. B., & Oke, A. (2011). Authentically leading groups: The mediating role of collective psychological capital and trust. Journal of Organizational Behavior, 32(1), 4-24.
  • Wang, H., Sui, Y., Luthans, F., Wang, D., & Wu, Y. (2014). Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), 5-21.
  • Wong, P. T., & Page, D. (2003). Servant leadership: An opponent-process model and the revised servant leadership profile. In Proceedings of the Servant Leadership Research Roundtable.
There are 62 citations in total.

Details

Primary Language English
Journal Section Makaleler
Authors

Elif Baykal 0000-0002-4966-8074

Publication Date April 13, 2020
Published in Issue Year 2020 Volume: 34 Issue: 2

Cite

APA Baykal, E. (2020). Effects of Servant Leadership on Psychological Capitals and Productivities of Employees. Atatürk Üniversitesi İktisadi Ve İdari Bilimler Dergisi, 34(2), 273-291. https://doi.org/10.16951/atauniiibd.533275

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