Serving while being energized (strained)? A dual-path model linking servant leadership to leader psychological strain and job performance

Abstract

Drawing on demands–resources theory, we develop and test a dual-path model to unpack the energizing and draining mechanisms, captured by leader need satisfaction and role conflict, through which servant leadership affects leader psychological strain and job performance.We further identify leader–leader exchange (LLX) as a critical resource moderator that can strengthen the energizing benefit and buffer against the draining cost of servant leadership behaviors. Using five-wave, multisource field data from 474 team leaders, 3,712 followers, and 97 superior leaders, we find support for the energizing benefit, in that servant leadership satisfied leader psychological needs, which subsequently reduced leader psychological strain. This energizing benefit was stronger when LLX was higher. In parallel, servant leaders experienced role conflict, which subsequently increased their psychological strain and deteriorated their job performance when LLX was lower. Overall, our research contributes to a fine-grained understanding of the double-edged effects of servant leadership on leaders and sheds light on how and when leaders can benefit from practicing servant leadership.