Servant Leadership A Meta-Analytic Examination of Incremental Contribution, Moderation and Mediation

Abstract

Research suggests that when leaders, as servant leaders, focus on their followers’ needs, this can have a positive effect on organizational functioning. Yet results are inconsistent in establishing the strength of the relationships, limiting understanding of the theoretical impact and practical reach of the servant leadership (SL) construct. Using a quantitative meta-analysis based on 130 independent studies, the current research provides evidence that SL has incremental predictive validity over transformational, authentic, and ethical leadership. Further, the link between SL and a range of individual- and team-level behavioral outcomes can be partially explained by trust in the leader, procedural justice and leader-member exchange. The paper also explores moderators to better establish SL’s criterion-related validity and to clarify the magnitude of effects across boundary conditions, such as research design, national culture, and industry.