Servant Leadership and Workplace Deviance

Published: 04-07-2019| Version 1 | DOI: 10.17632/jz4cpkxm38.1
Contributor:
Marta Herrero

Description

This data set has the data of three independent experiments on servant leadership and workplace deviance in scenario settings which reflect organizational crises. The first experiment describes the data of 164 university students in a 2 (leadership style manipulation: servant leadership vs. transformational leadership) × 2 (leader presentation order manipulation: before-crisis vs. after-crisis) design. Organizational reputation, servant leadership and transformational leadership were measured as experimental checks. Workplace deviance was the dependent variable. The second experiment reflects the data of 184 university students who were randomly assigned to the conditions of a 2 (leadership style manipulation: servant leadership vs. trasnformational leadership) × 2 (adaptation strategies manipulation: maintain leadership style vs. change of leadership style) between-participants factorial design, with workplace deviance as dependent variable. The same variables as in experiment 1 were assessed. The third experiment recruites the data of 160 experienced workers. A 2 (Servant leadership manipulation: servant leadership vs. non-servant leadership) × 2 (organization unethical behavior manipulation: unethical behavior vs. ethical behavior) x 2 (organizational crisis manipulation: crisis vs. other organizational problem) between-participants factorial design, with workplace deviance as dependent variable, was developed. Just after the experimental manipulations, the experimental checks, workers psychological needs and meaningful work were assessed. Aftewerwards, workplace deviance was measured.

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