Leading for High Performance in Asia (eBook)

Sen Sendjaya, PhD. is Professor of Leadership at Swinburne Business School, Melbourne, Australia. Over the course of his career he has developed leaders in the government, transportation, higher education, and finance sectors, enabling them to produce profound and lasting impacts on their followers and organizations. Sen is a leading scholar on servant leadership, and has authored Personal and Organizational Excellence through Servant Leadership (Springer, 2015).

Preface 5
Contents 7
1 Fostering Organisational Citizenship Behaviour in Asia: The Mediating Roles of Trust and Job Satisfaction 9
1.1 Introduction 9
1.2 Theory and Hypothesis Development 10
1.2.1 Servant Leadership and Organizational Citizenship Behavior 10
1.2.2 The Mediating Role of Trust 11
1.2.3 The Mediating Role of Job Satisfaction 12
1.2.4 Contexts of the Study 13
1.3 Method 14
1.3.1 Samples 14
1.3.2 Measures 15
1.3.3 Method of Analysis 15
1.4 Results 16
1.4.1 Hypotheses Testing 16
1.5 Discussion 19
1.5.1 Managerial Relevance 20
1.5.2 Limitations and Future Directions 21
References 22
2 Transformational Leadership and Follower Citizenship Behavior: The Roles of Paternalism and Institutional Collectivism 27
2.1 Theory and Hypothesis Development 29
2.1.1 Transformational Leadership and Follower Citizenship Behavior 29
2.1.2 The Mediating Role of Paternalism 30
2.1.3 The Moderating Role of Institutional Collectivism 32
2.2 Methods 33
2.2.1 Sample and Procedures 33
2.2.2 Measures 34
2.2.3 Analytical Strategy 36
2.3 Results 36
2.3.1 Hypothesis Tests 38
2.4 Discussion 40
2.4.1 Theoretical Contributions 41
2.4.2 Managerial Implications 42
2.4.3 Strengths, Limitations, and Future Research 42
References 43
3 Contact Employees’ Prosocial Behaviors: The Role of Leader-Member Exchange and Perceived Organizational Support 49
3.1 Introduction 49
3.2 Theoretical Background 52
3.3 Methodology 56
3.3.1 Procedures 56
3.3.2 Participants 56
3.3.3 Measures 57
3.4 Results 58
3.4.1 Descriptive Statistics 58
3.5 Confirmatory Factor Analysis 59
3.6 Structural Analysis and Hypotheses Testing 60
3.7 Discussion 61
3.8 Strengths, Limitations, and Future Research 65
3.9 Managerial Implications 66
References 68
4 The Construction of Positive Leader Identity: Acquiring a Leadership Position and Being Accepted by Others 72
4.1 Introduction 73
4.2 Positive Leader Identity Construction Through the Claiming and Granting Mechanism 74
4.2.1 Positive Leader Identity 74
4.2.2 Leadership Self-efficacy 75
4.2.3 Leader Group Prototypicality 76
4.2.4 Leader Endorsement 77
4.2.5 Leader Group-Oriented Behavior 78
4.3 Methods 79
4.3.1 Procedure and Sample 79
4.3.2 Measures 80
4.4 Positive Leader Identity 81
4.5 Leadership Self-efficacy 81
4.6 Leader Group Prototypicality 81
4.7 Leader Endorsement 81
4.8 Leader Group-Oriented Behavior 81
4.8.1 Control Variables 82
4.9 Results 82
4.10 Discussions 85
4.10.1 Research Findings 85
4.10.2 Limitations 87
4.11 Managerial Implication 87
4.11.1 Enhancing Leader Identity Claim 88
4.11.2 Displaying Group-Oriented Behavior 89
4.11.3 Cultivating an Open and Employee-Empowering Culture 90
4.12 Conclusions 90
References 91
5 Career Sponsorship: An Effective Way for Developing Women Leaders 96
5.1 Introduction 96
5.2 Career Sponsorship as a Leadership Development Strategy? 98
5.3 Research Methodology 99
5.3.1 Autoethnography 100
5.3.2 Case Study Research 101
5.4 Results 103
5.4.1 Results from the Autoethnography 103
5.4.2 Results from the Case Study Research 104
5.5 Discussion 107
5.6 Contribution to Theory 109
5.7 Implications to Practice 109
5.8 Limitations 109
5.9 Conclusion 110
Appendix 1—List of all the Behaviors of the Sponsor 110
References 110
6 Examining Servant Leadership Effects on Team Satisfaction: An Agent-Based Approach 113
6.1 Introduction 113
6.2 Team Work, Interdependence and Team Effectiveness 114
6.3 Servant Leadership 117
6.4 Leadership and Team Performance 118
6.5 Agent Based Approach for Modelling Complexity 120
6.6 The Proposed Agent-Based Model 121
6.7 Experimental Design and Computer Simulation 124
6.8 Simulation Results and Discussion 128
6.8.1 Validity 128
6.8.2 Emerging Patterns 129
6.9 Managerial Implication 131
6.10 Conclusion 132
References 133
7 Social Exchange or Social Learning: A Theoretical Fork in Road for Servant Leadership Researchers 138
7.1 Servant Leadership 139
7.2 Servant Leadership in an Asian Context 141
7.3 Social Learning Theory 142
7.4 Servant Leadership and Social Learning Theory 144
7.5 Social Exchange Theory 148
7.6 Servant Leadership and Social Exchange Theory 149
7.7 Looking at These Two Theoretical Pathways Concurrently 150
7.8 Future Research Direction 157
7.9 Implications for Managers 158
7.10 Conclusion 159
References 160
8 Looking Back to Look Forward: Lessons for Leadership Development 164
8.1 Introduction 164
8.2 Leadership Development 166
8.3 Approaches to Leadership Development 168
8.4 Transformational Leadership and Leadership Development 169
8.5 Servant Leadership and Leadership Development 170
8.6 Transformational and Servant Leadership 172
8.7 The Study 173
8.8 Methodology 173
8.9 Results and Discussion 175
8.10 Voluntary Subordination 176
8.11 Authentic Self 177
8.12 Covenantal Relationship 178
8.13 Responsible Morality 178
8.14 Transcendent Spirituality 179
8.15 Transforming Influence 180
8.16 Theoretical and Practical Contributions 181
8.17 Limitations and Future Research Directions 182
References 183
9 ‘Pergumulan’ as the Starter and Sustainer of Servant Leadership: A Case of Academic Leadership in an Indonesian Private University 190
9.1 Changes and Servant Leadership 191
9.2 The Servant Leadership Case 193
9.3 Methodology 196
9.4 ‘Pergumulan’ 197
9.5 Pergumulan as the Starter of Servant Leadership 197
9.6 Pergumulan as the Sustainer of Servant Leadership 200
9.7 Conclusion and Recommendation 202
References 203