Studies show that organizations that practice servant leadership experience organizational citizenship behavior; however, the mechanisms that explain the linkage between servant leadership and organizational citizenship behavior have not been thoroughly researched. The literature revealed a positive relationship between servant leadership and social capital and social capital and organizational citizenship behavior. However, a review of the literature did not reveal studies that investigated social capital as an influencing mechanism in the relationship between servant leadership and organizational citizenship behavior. The purpose of this quantitative and cross-sectional study was to investigate the influence of social capital on the relationship between servant leadership and organizational citizenship behavior. Servant leadership was measured using the Servant Leadership Questionnaire, social capital was measured using the Internal Social Capital Scale, and organizational citizenship behavior was measured using the Organizational Citizenship Behavior Scale. The results of this study provided significant evidence that social capital mediated the relationship between servant leadership and organizational citizenship behavior in the purposive sample used in this research. This finding is significant because it closed a gap in the literature and provides practitioners with a plausible framework to increase organizational citizenship behavior and, in turn, achieve unique capabilities competing organizations cannot easily duplicate.
|Advisor:||Scott, Elizabeth A|
|Commitee:||Roman, Renee L, Cheema, Jehanzeb|
|School:||The Chicago School of Professional Psychology|
|School Location:||United States -- Illinois|
|Source:||DAI-A 81/10(E), Dissertation Abstracts International|
|Keywords:||Citizenship behavior, Servant leadership, Social capital|
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