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

Milton Sousa, Dirk Van Dierendonck

Research output: Contribution to journalArticlepeer-review

16 Citations (Scopus)

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.

Original languageEnglish
Article number2002
JournalFrontiers in Psychology
Volume6
Issue numberJAN
DOIs
Publication statusPublished - 2016

Keywords

  • Measure
  • Self-managed teams
  • Servant leadership
  • Shared leadership
  • Team behavioral integration

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