Work

Emergent servant leadership: A complexity approach to job demands–resources and regulatory focus

Year: 2026

Type: article

Abstract: Traditional leadership theories often portray influence as stable traits or behaviors, yet complex organizations require leadership to be understood as an emergent, feedback-driven process that co-evolves with contextual demands and follower motivation. This study conceptualizes servant leadership as a nonlinear, adaptive process rather than a fixed style, integrating Complexity Leadership Theory with the Job Demands Resources model and Regulatory Focus Theory. Servant leadership is theorized as an enabling mechanism through which shifting job demands and resources are translated into employees’ promotion and prevention orientations, shaping person-job fit, satisfaction, intrinsic motivation, initiative, and experienced responsibility. Using a two-phase longitudinal design, Phase 1 tested simple and serial mediation with structural equation modeling, and Phase 2 employed a cross-lagged panel model to examine reciprocal feedback dynamics. Results support a four-path process in which servant leadership differentially activates promotion and prevention focus and participates in ongoing feedback loops.

Source: Journal of Management & Organization

DOI: 10.1017/jmo.2026.10084

Authors: Steven Charles Brown, Lisa Chen, John Marinan

Institutions: Georgia Gwinnett College, Quincy University

Language: English

Topic: Job Satisfaction and Organizational Behavior

Subfield: Organizational Behavior and Human Resource Management

Field: Business, Management and Accounting

Domain: Social Sciences

SDG: Decent work and economic growth

Open Access status: hybrid

Estimated APC paid: $3,550