The paradox of serving: Can genuine servant leadership gain followers’ respect for the leader? Evidence from Germany and Lithuania

Abstract

A growing body of research shows that servant leadership is related to important organizational outcomes. Yet far less attention has been given to the mechanisms of servant leadership. This is particularly true for those dimensions of servant leadership that are inherently paradoxical and run counter to the common notion of leaders as strong influencers. In an effort to contribute to servant leadership research, this study investigated the relation between perceived genuine servant leadership behaviours (i.e. standing back, humility, authenticity) and respect for the leader, reflecting followers’ acceptance of their leader’s influence. Survey data were collected from 438 employees from various organizations in Germany and Lithuania and analysed via multi-group structural equation modelling. Results showed that the positive relation between perceived genuine servant leadership and respect for the leader was sequentially mediated by followers’ perceptions of alignment with ideal leader prototype and personal identification with the leader. Overall, this study elucidates the interplay between leadership and service, enhancing the understanding of how perceived genuine servant leadership has positive effects on followers. By drawing on two samples from different cultural clusters, this study strengthens the validity of the results and thus also contributes more generally to the cross-cultural applicability of servant leadership.