Effect of chief executive officers as servant leaders on team project performance: A social learning perspective

This study explored the mechanism through which chief executive officers' (CEOs) servant leadership style affects team project performance. We established a multilevel mechanism through which servant leadership exerts an indirect influence on team performance via team goal clarity and team proc...

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Bibliographic Details
Published in:Social behavior and personality 2021-07, Vol.49 (7), p.1-13
Main Authors: Yu, Tengqun, Yang, Chun, Zhang, Xijing, Xia, Yuhuan
Format: Article
Language:English
Subjects:
Brand Recognition
Chief Executive Officers
Chief executives
Clarity
Educational programs
Employees
Empowerment
Group performance
Industrial project management
Influence
Information communication
Information sharing
Intelligence
Knowledge
Knowledge Creation
Leadership
Leadership style
Learning
Management styles
Managers
Methods
Middle managers
Practice
Project management
Psychological aspects
Role models
Servant Leadership
Social aspects
Social learning
Team Goal Clarity
Team Innovation
Team Process Clarity
Team Project Performance
Teams
Teamwork
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Summary:This study explored the mechanism through which chief executive officers' (CEOs) servant leadership style affects team project performance. We established a multilevel mechanism through which servant leadership exerts an indirect influence on team performance via team goal clarity and team process clarity. Participants comprised 100 CEOs matched with 572 middle managers, working at intelligence intensive companies. Our results show that CEOs' servant leadership, through its effect on team goal clarity, team process clarity, and team knowledge creation, had an indirect influence on team project performance. Thus, leadership selection and training programs should be developed for CEOs, and top leaders should stimulate employees' understanding of team goals and work processes.
ISSN:0301-2212
1179-6391
DOI:10.2224/sbp.10029