Open AccessDoes Servant Leadership Behavior Induce Positive Behaviors? A Conceptual Study of Servant Leadership, Psychological Safety and Turnover Intention
Author(s) -
Noor Ahmed Brohi,
Amer Hamzah Jantan,
Sultan Adal Mehmood,
Mansoor Ahmed Khuhro,
Muhammad Saood Aktar
Publication year - 2018
Publication title -
international journal of engineering and technology
Language(s) - English
Resource type - Journals
ISSN - 2227-524X
DOI - 10.14419/ijet.v7i4.15.26326
Subject(s) - servant leadership , psychology , social psychology , leadership style , servant , conceptual model , turnover , management , engineering , computer science , software engineering , database , economics
In this paper, we examine how servant leadership and psychological safety may enlighten our understanding of human mechanisms that affect follower outcomes. Servant leadership style as penned by Robert Greenleaf that servant leaders guide followers to adopt the behavior of their leaders by putting others needs above their own. From emerging research on servant leadership, we proposed a model contending that servant leaders increase employees’ psychological safety that organization is a safe place to speak up ideas, opinions and take decisions, which directly influences Employees’ turnover intention. As proposed, servant leadership will be negatively related to Employees’ turnover intention and positively related to psychological safety. Psychological safety will mediate the relationship between servant leadership and turnover intention.