员工领导与员工忠诚的关系：员工满意度的中介作用外文翻译资料

Relationship of Servant Leadership and Employee Loyalty:

The Mediating Role of Employee Satisfaction

Part1: Introduction

How to improve employee loyalty is one of todayrsquo;s most difficult problems that troubles business leaders. Several ways are proposed to solve this problem, among which improving style of leadership is a key perspective, for that to some extent, leadership style determines the relationship between leaders and employees. Researches show that employee turnover is closely related with the quality of the relationship. Mulki et al. suggest in through studies of sales staff that, employees choose to leave when they feel their leaders cannot be trusted or feel unsatisfied with them. On the contrary, Brashearrsquo;s research points out that those leaders who cultivate harmonious relationships by promoting subordinatesrsquo; career development will efficiently improve their organizational commitment and loyalty. The traditional style of leadership in China is a top-down paternalistic leadership, which demonstrates a superior command-style authoritarian attitude. But in fact, the staff-oriented style of leadership can bring higher employee satisfaction, and thus increase employee loyalty. The core ideas of servant leadership, put forward by western scholars, include such two aspects: first, the main motivation of servant leadership is to serve employees.

To these leaders, the individual employee instead of organizationrsquo;s goal is of first importance and employeesrsquo; needs take precedence over organizationrsquo;s goal or personal purpose . Second, servant leadersrsquo; behavior is driven by their integrity. Servant leadership is considered to be consistent with the development of the times and sustainable, and has a positive effect on employee loyalty. Western scholars have already started a lot of research about the relationship between servant leadership behavior and employee loyalty. Liden et al. find out that, servant leadership helps to create a positive work environment, enhancing employeesrsquo; sense of belonging and loyalty to the organization. Fernando Jaramillo et al. study 501 full-time sales staff and find that servant leadership behavior helps employees adapt to their companyrsquo;s environment, enhance their organizational commitment, and thus reduce their turnover intention. On the other hand, further studies have pointed out that, servant leadership does not directly encourage employee loyalty. Instead, mediating variables like employee satisfaction enlarges the effect. Therefore, we set servant leadership and employee loyalty as main variables, joined with employee satisfaction as mediating variable, and we research the relationship of the above three empirically. One of our purposes is to further verify the relationship of servant leadership and employee loyalty in the background of China; the other purpose is to find out how staff satisfaction acts as a mediating role in the mechanism of this effect. Our work is meaningful for it not only deepens peoplersquo;s understanding and awareness of relevant theory, but also provides guidance to Chinarsquo;s management practices.

Part2:Related Works and Assumptions

2.1. Servant Leadership Servant leadership was first proposed in 1977 by Greenleaf. He believes that to be a leader, one should become a servant first and foremost is the service consciousness. His point of view opens a new page in the history of leadership theory, and wins more agreements than transformational leadership and transactional leadership, which have been prevalent in the 20th century, 1970s. Authentic leadership and spiritual leadership lately proposed in 21st century, and once considered to be leading a new trend in a time of change. Presentations of a servant leadership include orient to service, global vision and paying attention to spiritual and moral. Compared with transformational leadership, servant leadership shows the essence of tendency to serve front-line employees. As Barbuto and Wheeler said, servant leadership is to serve staff, but on the contrary, transformational leadership is to motivate staff to achieve organizational goals ultimately. Compared with authentic leadership, Avolio and Gardner point that both of them are aware of the importance of positive moral view, self-perception, self-restraint and positive image, and both of them concern for staff career development. But different from authentic leadership, spirit is an important source of motivation to servant leaders. The concept of servant leadership is beyond spiritual leadership. Servant leadership behavior is on behalf of the highest form of leaderrsquo;s commitment to staff.

Researchers put forward their own model framework to measure servant leadership. Among the latest researches, Sendjaya et al. proposed a six-dimensional model of servant leadership, they are: voluntary subordination, authentic self, covenantal relationship, responsible morality, transcendent spirituality, transforming influence. Liden proposed a seven-dimensional model consisting empowering, helping subordinates grow and succeed, and putting subordinates first, emotional healing, conceptual skills, creating value for the community, and behaving ethically. Eight-dimensional model by Dirkvan Dierendonck, include, empowerment, humility, standingback, authenticity, forgiveness, courage, accountability, and, stewardship. Chunxiao Wang presents an eleven-dimensional model in the content of China that has respect for employees, care for employees, helping subordinates grow and succeed, idea of desire,being amiable and easy of approach, willing to sacrifice, being impartial and honest, pioneering spirit, provide guidance of staff works, social responsibility, and empowering.

——Donghong Din, Haiyan Lu, Yi Song, Qing Lu. Relationship of Servant Leadership and Employee Loyalty: The Mediating Role of Employee Satisfaction [J]. IBusi

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