International Journal of Servant-Leadership
Abstract
Can supervisors intentionally communicate messages that signal traits of servant-leadership and that influence organizational commitment, job satisfaction, and turnover intentions? Organizational supervisors are in a unique position to influence the employee experience (Myers, Seibold, & Park, 2011). A substantial body of research has documented the ability of a supervisor to influence employee attitudes such as organizational commitment, job satisfaction, and turnover intentions (e.g., Bliss & Fallon, 2003; Brown & Yoshioka, 2003; Epitropaki & Martin, 2005; Fleishman, 1998; Jaskyte, 2003; McColl-Kennedy & Anderson, 2005; Walumbwa & Lawler, 2003). Within organizational behavior research, servant-leadership has emerged as one of the prominent leadership theories (Walumbwa, Hartnell, & Oke, 2010), because it embodies elements of morality, stewardship, and concern for the well-being of followers (Greenleaf, 1977).
Recommended Citation
Sloan, David; Mikkelson, Alan; and Wilkinson, Timothy
(2020)
"How to Communicate Servant-Leadership: An Exploration of Relational Communication and Employee Outcomes,"
International Journal of Servant-Leadership: Vol. 14, Article 15.
DOI: 10.33972/ijsl.33
Available at:
https://repository.gonzaga.edu/ijsl/vol14/iss1/15
Copyright Information
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