Critical Literature Review on the Antecedents and Consequences of Lead

This task is only for those who can write at Doctoral level. PLAGIARISM WILL NOT BE ACCEPTED
1. This literature review should discuss leadership research more generally, the transition from the leadership style approach to a behavioral approach to leadership. (500-1000) words.
2. The literature review needs to then focus specifically on the servant leadership literature in the workplace, including critical review of its antecedents and outcomes; highlighting the strength and weakness in the literature. (1500 words)
3. Last, a literature review on the leader bottom-line mentality in organizations, including critical review of its consequences; highlighting the strength and weakness in the literature. (1000words)


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Babalola, M. T., Greenbaum, R. L., Amarnani, R. K., Shoss, M. K., Deng, Y., Garba, O. A., & Guo, L. 2019. A business frame perspective on why perceptions of top management’s bottom‐line mentality results in employees’ good and bad behaviors. Personnel Psychology, 73, 1, 19-41.

Babalola, M. T., Mawritz, M. B., Greenbaum, R. L., Ren, S., & Garba, O. A. (2020). Whatever It Takes: How and When Supervisor Bottom-Line Mentality Motivates Employee Contributions in the Workplace. Journal of Management, 0149206320902521.

Chen, Z., Zhu, J., & Zhou, M. (2015). How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100(2), 511.

Eissa, G., Wyland, R., Lester, S. W., & Gupta, R. (2019). Winning at all costs: An exploration of bottom‐line mentality, Machiavellianism, and organisational citizenship behaviour. Human Resource Management Journal, 29(3), 469-489.

Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: a systematic review and call for future research: the leadership quarterly yearly review for 2019. The Leadership Quarterly, 30(1), 111-132.

Flynn, C. B., Smither, J. W., & Walker, A. G. (2016). Exploring the relationship between leaders’ core self-evaluations and subordinates’ perceptions of servant leadership: A field study. Journal of Leadership & Organizational Studies, 23(3), 260-271.

Greenbaum, R. L., Mawritz, M. B., & Eissa, G. (2012). Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness. Journal of Applied Psychology, 97(2), 343.

Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529.

Huang, J., Li, W., Qiu, C., Yim, F. H. K., & Wan, J. (2016). The impact of CEO servant leadership on firm performance in the hospitality industry. International Journal of Contemporary Hospitality Management.

Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. The Leadership Quarterly, 24(2), 316-331.

Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. Academy of Management Annals, 13(1), 148-187.

Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5), 1434-1452.

Liden, R. C., Wayne, S. J., Meuser, J. D., Hu, J., Wu, J., & Liao, C. (2015). Servant leadership: Validation of
a short form of the SL-28. The Leadership Quarterly, 26(2), 254-269.

Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161-177.

Mawritz, M. B., Greenbaum, R. L., Butts, M. M., & Graham, K. A. (2017). I just can’t control myself: A self-regulation perspective on the abuse of deviant employees. Academy of Management Journal, 60(4), 1482-1503.

Peterson, S. J., Galvin, B. M., & Lange, D. (2012). CEO servant leadership: Exploring executive characteristics and firm performance. Personnel Psychology, 65(3), 565-596.

Quade, M. J., McLarty, B. D., & Bonner, J. M. (2019). The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance. Human Relations, 0018726719858394.

Schaubroeck, J., Lam, S. S., & Peng, A. C. (2011). Cognition-based and affect-based trust as mediators of leader behavior influences on team performance. Journal of Applied psychology, 96(4), 863-871.

Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-1261.

Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: a cross-level investigation. Journal of Applied Psychology, 95(3), 517-529.

Williams, M. J. (2014). Serving the self from the seat of power: Goals and threats predict leaders’ self-interested behavior. Journal of Management, 40(5), 1365-1395.
Zaccaro, S. J., & Klimoski, R. J. (Eds.). (2002). The nature of organizational leadership: Understanding the performance imperatives confronting today’s leaders (Vol. 12). John Wiley & Sons.

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