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SERVANT LEADERSHIP, TRUST, AND THE ORGANIZATIONAL COMMITMENT OF PUBLIC SECTOR EMPLOYEES IN CHINA
Author(s) -
MIAO QING,
NEWMAN ALEXANDER,
SCHWARZ GARY,
XU LIN
Publication year - 2014
Publication title -
public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.313
H-Index - 93
eISSN - 1467-9299
pISSN - 0033-3298
DOI - 10.1111/padm.12091
Subject(s) - servant leadership , organizational commitment , public relations , public service , civil servant , china , legitimacy , social psychology , business , psychology , political science , leadership style , politics , law
So‐called servant leaders strive selflessly and altruistically to assist others before themselves, work to develop their followers' greatest potential, and seek to benefit the wider community. This article examines the trust‐based mechanisms by which servant leadership influences organizational commitment in the Chinese public sector, using data from a survey of civil servants. Quantitative analysis shows that servant leadership strongly influences affective and normative commitment, while having no impact on continuance commitment. Furthermore, we find that affective trust rather than cognitive trust is the mechanism by which servant leadership induces higher levels of commitment. Our findings suggest that in a time of decreasing confidence levels in public leaders, servant leadership behaviour may be used to re‐establish trust and create legitimacy for the Chinese civil service.