Abstract
Organizations creating cultures of servant leadership continue to experience immense success in the business world and the nonprofit sector despite an ongoing lack of clarity of the concept. The aim of this paper is twofold, first to provide clarity by proposing an improvement to the definition offered by Laub (1999; 2004) and second to provide a conceptual model describing how servant leadership, mediated by intrinsic motivation as described by the Job Characteristics Model (Hackman & Oldham, 1980) and perceived organizational support, is positively related to team performance. Relating servant leadership to motivation, perceived organizational support and team performance provides leadership practitioners with more tangible concepts that are perhaps more easily assessed by a leader’s observation of his organization compared to a mere academic understanding of servant leadership. The main desire in writing this paper is to encourage practitioners to engage in servant leadership by linking van Dierendonck & Nuijten’s (2011) dimensions of servant leadership to plausible and probable impacts on intrinsic motivation due to various aspects of jobs as measured by Hackman and Oldham’s (1980) Job Characteristics Model and recognizing the successive positive effect on team performance.
Recommended Citation
Currie, Noah T.
(2026)
"Alignment of Servant Leadership Dimensions with Desirable Job Characteristics Drives Team Performance,"
Servant Leadership: Theory & Practice: Vol. 13:
Iss.
1, Article 2.
Available at:
https://csuepress.columbusstate.edu/sltp/vol13/iss1/2
