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Title: Servant leadership als motor voor OCB van professionals. (Servant Leadership as an Engine for OCB of Professionals). Onderzoek naar de mate waarin Servant Leadership voorspellend is voor Organisational Citizenship Behaviour (OCB) bij Nederlandse werknemers van generatie Babyboom, X en Y.
Authors: Gaillard, Iris
Issue Date: 4-Nov-2013
Publisher: Open Universiteit Nederland
Abstract: This thesis investigates the relationship between Servant Leadership ( SL ) and Organisational Citizenship Behaviour ( OCB ) for Dutch professionals and the moderating role of generation Babyboom, X and Y in this regard. Reason for this study is that in a tightening labor market, it is a challenge for organizations to motivate qualified personnel to dedication that provides something for organization and employees (Knies, 2012). Organisational Citizenship Behaviour is employee behavior that improves and maintains the social and psychological environment, which stimulates job performance (Borman & MotowidÅ‚o, 1993) and thus makes an important contribution to both performance at the individual level (Rotundo & Sackett, 2002) as to performance at the organizational level (Podsakoff, Whiting, Podsakoff & Blume, 2009). Leadership is one of the factors that affect the display of Organisational Citizenship Behaviour of employees (e.g. Avolio & Yammarino, 2002; Babcock - Roberson & Strickland, 2010; Bambale, Shamsudin & Subramaniam, 2011; Bass & Bass, 2008; Bycio, Hackett, & Allen, 1995; Chan, Taylor & Markham, 2008; Chi, Lan & Dorjgotov, 2012; Lord & Maher, 1993; Walumbwa , Carey, Cropanzano & Goldman, 2011). What kind of leadership is needed for employees to show OCB appears to change in time because of differences in personality traits, employee values and needs in regard to leadership among Generation Babyboom , X and Y (Arsenault, 2004; Howe & Strauss, 2000; Mhatre & Conger, 2011; Penney & Neilson, 2010; Zemke, Raines, & Filipczak, 2000). Servant Leadership seems a possible answer for organizations to motivate different generations to display OCB. Servant Leadership is a leadership style where the intention to serve is crucial. With this in mind someone takes the lead, because it is in the interest of the larger whole (Shekari, 2012). It is assumed that Servant Leadership encourages OCB especially for generation Y because the personality traits, employee values and needs for leadership of Generation Y are more in line with the construct of Servant Leadership. Generation Y has strong moral values, they like to work together and they have a strong preference to work for a supervisor who supports them as a mentor/ coach to achieve their professional goals and who delegates leadership (Behrstock- Sherratt & Coggshall, 2010; Coley, 2009; Hansford, 2002, Hastings, 2008; Hirschman, 2006; Zemke et al, 2000). Previous research on American soil has demonstrated a significant positive relationship between Servant Leadership and OCB (Ehrhart, 2004; Liden et al, 2008; Vondey, 2010; Walumbwa et al, 2010). The main objective of this research is to extend the knowledge of the relationship between Servant Leadership and OCB with an investigation into the relationship between Servant Leadership and OCB in Dutch knowledge-driven organizations and exploring the potential moderating mechanism of generational differences in this regard. This is a new perspective in the research literature. By means of a quantitative survey in a sample of 101 professionals in two Dutch knowledge-driven organizations, a profitorganisation and a non-profitorganisation, very weak significant positive associations were found between Servant Leadership and OCB. Generational differences have no moderating influence in this association. Based on the theoretical framework, it is recommended to further investigate the relationship between Servant Leadership and OCB by Dutch workers, using a larger sample and then next to quantitative research, using qualitative research methods to provide insight into the influence of the research context; Dutch organizations. In this context should be considered using a generational division that applies specifically for Dutch and also investigate specific needs for leadership of Dutch employees. Employees who are leaders themselves should not be included in the sample because of a possible leniency effect. Moreover it is recommended to investigate the validity of dimensions within the construct Servant Leadership and the construct OCB when used for Dutch respondents. It is also recommended to further investigate the influence of the number of contact hours and primary task on the degree of OCB among employees. The results of this study gives a tool to form leadership within Dutch knowledge-driven organizations in a manner that allows organizations to motivate all generations to OCB .
Appears in Collections:MSc Management Science

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