Servant Leadership and its Relationships with Core Self-Evaluation and Job Satisfaction

Authors

Len Tischler, University of ScrantonFollow
Robert Giambatista, University of ScrantonFollow
Robert McKeage, University of ScrantonFollow
David McCormick, University of Maryland, University CollegeFollow

Abstract

Servant leadership is a growing topic in the leadership literature. Our study considered servant leadership’s relationship to two outcomes, core self-evaluation and job satisfaction. The former is particularly noteworthy because if servant leadership predicts core self-evaluation this would confirm that servant leadership affects important changes in employees as people, a central tenet of servant leadership. In addition, if servant leadership predicts core self-evaluation, this could add to the question of whether core self-evaluation is a non-changeable personality trait or is potentially malleable. We conducted a field study of three firms and found that servant leadership predicts both core self-evaluation and job satisfaction, and that core self-evaluation also predicts job satisfaction. This study contributes to servant leadership, and in general to values-based leadership, by observing a predictive relationship to core self-evaluation, which potentially adds new information about the impact servant leadership can have on individuals. This study confirms the findings of previous authors who found that servant leadership predicts job satisfaction.

Recommended Citation

Tischler, Len; Giambatista, Robert; McKeage, Robert; and McCormick, David (2016) "Servant Leadership and its Relationships with Core Self-Evaluation and Job Satisfaction," The Journal of Values-Based Leadership: Vol. 9 : Iss. 1 , Article 8.
Available at: https://scholar.valpo.edu/jvbl/vol9/iss1/8