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Adm. Sci. 2017, 7(1), 6; doi:10.3390/admsci7010006

Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance

1
Faculty of Social Sciences and Cultural Studies, University of Giessen, Karl-Glöckner-Straße 21, 35394 Giessen, Germany
2
School of Management, Technical University of Munich, Arcisstraße 21, 80333 München, Germany
*
Author to whom correspondence should be addressed.
Academic Editors: Dirk van Dierendonck, Sigrun Gunnarsdóttir and Kathleen A. Patterson
Received: 14 January 2017 / Revised: 20 February 2017 / Accepted: 21 February 2017 / Published: 27 February 2017
(This article belongs to the Special Issue Servant Leadership, New Directions in Research, Theory and Practice)
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Abstract

This study tested the effect of servant leadership on followers’ inclinations to strive for and, in contrast, to avoid leadership responsibility. Results from a study in the health care context, including two waves of data from 222 employees, revealed that servant leadership had a small but positive effect on followers’ leadership avoidance. This effect was influenced by followers’ implicit conception of an ideal leader. Specifically, servant leadership was found to reduce leadership avoidance when the congruence with the followers’ ideal leader prototype was high. Furthermore, followers’ core self-evaluations and affective motivation to lead mediated the relationship between servant leadership and reduced leadership avoidance. Implications of these patterns for theory and practice and avenues for future research are discussed. View Full-Text
Keywords: servant leadership; leadership avoidance; motivation to lead; core self-evaluations servant leadership; leadership avoidance; motivation to lead; core self-evaluations
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This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. (CC BY 4.0).

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Lacroix, M.; Pircher Verdorfer, A. Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance. Adm. Sci. 2017, 7, 6.

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