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Servant leadership's unique focus on care and concern for multiple stakeholders has caught the attention of academic and practitioners alike. Its theoretical novelty, however, remains underutilized as a means to contribute unique insights to the leadership literature. We draw on servant leadership's moral foundation—utilitarian consequentialism—and social learning theory to identify cognitive mechanisms (follower other‐orientation and cognitive reflection) through which servant leadership affects employee behavior benefiting two stakeholder groups: a community nonprofit organization and the employing organization. Furthermore, we evaluate the degree to which an employee's moral identity internalization acts as a boundary condition of servant leadership's effects. Data were collected from 274 employee‐supervisor dyads across three waves with objective cognitive reflection scores and objective measures of workplace charitable giving and employee performance. Results supported all hypothesized predictions even after accounting for three alternative mediators. In particular, servant leadership had a positive indirect effect on workplace charitable giving through follower other‐orientation; it also had a positive indirect effect on objective follower financial performance through other‐orientation and cognitive reflection. Both indirect effects were significant at low levels of moral identity internalization but not at high levels. We discuss the implications of these findings and delineate directions for future research. [ABSTRACT FROM AUTHOR]

This study examines how leaders' political skills affect employee commitment and job ambiguity during organizational change, particularly when leader-employee interaction time is limited. We found that interpersonal influence and networking ability consistently benefit employees, regardless of how often leaders interact with them. Apparent sincerity is effective when leaders maintain regular contact, while high levels of social astuteness can backfire, causing more job ambiguity and less commitment. The research underscores the importance of these political skills in supporting employees and ensuring successful organizational change, even when leaders have limited interaction time with their employees. [ABSTRACT FROM AUTHOR]

Entitlement has been identified as a potentially valuable employee characteristic in the prediction of computer abuse but has not been studied systematically in the IS domain. We introduce the construct of technological entitlement as the persistent sense of being more deserving of technological resources, uses, and privileges compared to other employees. Adapting a model of general entitlement to the work technology context, we theorize that technological entitlement predicts computer abuse and that this relationship is amplified by perceptions of technology restriction. After developing and validating a scale to measure technological entitlement, we conduct three studies with working adult samples to test our hypotheses. In Study 1 (n = 187), using a behavioral design, we find that technological entitlement predicts computer abuse behavior (beyond general entitlement) and that this relationship is stronger when employees perceive organizational restrictions on technology usage. We replicate these findings in Study 2 (n = 339) with an experiment. In Study 3 (n = 156), we manipulate the context of restrictiveness within our experimental vignette to establish the generalizability of our moderator. We discuss how technological entitlement helps explain existing inconsistencies in the effectiveness of deterrence measures as well as other theoretical and practical implications of our work. [ABSTRACT FROM AUTHOR]

We integrate the theory of gender role congruity with extant research on servant leadership to propose and test a moderated process model in which we hypothesize that servant leadership's effects on outcomes are stronger when implemented by women, and when it takes place within teams high in feminine gender role composition. Specifically, we theorize that servant leadership's communal emphases on stakeholders and relationships align with female role prototypes, which should lead to female advantages for job performance through the proposed serial mediators of prosocial motivation and follower servant leadership behaviors. We test this moderated, serial‐mediation model in a temporally lagged field study with a multi‐organizational sample including 109 teams. We find evidence that the mediated process model is moderated at the first stage such that in teams higher in feminine gender role composition, servant leadership has greater direct effects on prosocial motivation, as well as indirect effects on follower servant leadership and performance. We do not find support for our hypothesis that a similar moderated effect would emerge for leader sex; instead, we find that the effect of servant leadership on follower servant leadership, and subsequently to performance, is stronger for women leaders than it is for men. The implications of these findings for the servant leadership and role congruity literatures are discussed. [ABSTRACT FROM AUTHOR]

Social network analysis has been increasingly used by researchers to operationalize team processes and emergent states. Despite their advantages over aggregate measures, the most frequently used network measures such as density and centrality are agnostic to potentially meaningful elements reflecting the patterns of ties between team members. Specifically, intangible resources transmitted within team networks are often more particularistic, such that the value of the shared resource is dependent upon who gives it. We use shared leadership as an exemplar case for explaining this issue and proposing a solution in the form of a new network measure, importance-weighted density (IWD). Combining logic from the principles of density, decentralization, and eigenvector centralization, IWD provides a more detailed understanding of network tie patterns by taking into account the degree to which ties emerge from members who are themselves well connected. We test the measure's validity in a series of Monte Carlo simulations and laboratory and field studies. We find that IWD has high convergent, discriminant, and criterion validities and discuss how this statistic might help to enhance the study of several other team constructs. We provide access to a downloadable tool for the calculation of IWD and other network statistics discussed within this article. [ABSTRACT FROM AUTHOR]