This paper reports the validation of a 6-item short form of the original 35-item Servant Leadership Behavior Scale, a widely used measure of servant leadership behavior. The holistic perspective of servant leadership and the inclusion of spirituality are two distinctive features of the SLBS relative to other servant leadership measures. Psychometric properties of the SLBS-6 were examined on the basis of seven studies. In the preliminary scale development, the factor structure of the new measure was tested using a combination of (...) all samples. The subsequent seven studies were aimed at building further its construct validity relative to observed variables within the servant leadership nomological network in direct, mediating, and moderating relationships. Analyses of all datasets using MPlus with maximum-likelihood estimation provided support for the 6-item structure and demonstrated its internal consistency reliability, criterion-related validity, and construct validity. As such, the study presents the SLBS-6 as the shortest holistic measure of servant leadership to date that can be used with confidence for research and training purposes. (shrink)

Drawing on social exchange theory, the present study seeks to understand how ethical leaders channel followers’ responses to positive treatment from the organization into a dutiful mindset, resulting in in-role and extra-role performance. Specifically, it examines the influence of perceived organizational support on both followers’ job performance and organizational citizenship behaviors, and the mediating effects of duty orientation on such relationships. In addition, it examines whether the mediated effects are contingent on the ethical leadership exhibited by the team leader. Based (...) on multi-source, multi-level data obtained from 233 employees in 60 teams from the Chinese public sector, we found that ethical leadership moderated the mediated relationship between perceived organizational support and follower work behaviors through duty orientation, such that this relationship was stronger in the presence of higher ethical leadership. (shrink)

Machiavellianism is a double-edged sword in leadership. While Machiavellian leaders can be successful, they also can be amoral, influencing their followers to exhibit unethical, counterproductive, and corrupt behaviors. The extant research surrounding Machiavellian leadership has focused narrowly on how followers tacitly endorse such leader behaviors rather than standing up to the leader through whistleblowing. Drawing upon affective events theory (AET), this research examines the relationship between a leader’s Machiavellian traits, followers’ moral anger and empathic concern, and the likelihood of whistleblowing. (...) We conducted three complementary studies that examine our model. First, in a time-lagged, leader–follower field study, we examined the indirect relationship between Machiavellian leadership and whistleblowing through follower moral anger. Then, we adopted the causal chain design and conducted two independent recall experiments using the critical incident technique to establish the moderating role of follower empathetic concern on the causal relationship between Machiavellian leadership and moral anger, and the causal relationship between moral anger and whistleblowing. This research contributes to the literature by highlighting the emotional dynamics that explain a constructive follower response to leader Machiavellianism. (shrink)