Presentation Title

P-19 The Impact of Executive Servant Leadership on Organizational citizenship, and organizational cynicism among American and Chinese Universities: A Test of Structural Equation Modeling

Presenter Status

Jerry Chi, MBA, Ph.D., Ph.D., Assistant Dean, Graduate Program Director, Professor of Management

Second Presenter Status

Professor, Nursing Department

Third Presenter Status

Nile M. Khanfar, Ph.D., MBA, Department of Sociobehavioral and Administrative Pharmacy, Nova Southeastern University

Fourth Presenter Status

Gabriel Gao, Ph.D. Guangzhou Medical University

Fifth Presenter Status

Belal A. Kaifi, Trident University International

Sixth Presenter Status

Ahmad Noor, Ph.D. Trident University International

Preferred Session

Poster Session

Start Date

26-10-2018 2:00 PM

End Date

26-10-2018 3:00 PM

Presentation Abstract

Organizational Cynicism can be described as being negative and pessimistic about the organization. Employees who are cynical can influence the entire organization and can hinder the organization from reaching its goals. Organizational citizenship behaviors refer to employee acts that support the broader social and psychological environment in which tasks are carried out in organizations. The major research interest for this study was to discover whether the bottom-up servant leadership theory to “serve” first and “lead” second can be truly practiced by the president of an university and whether it is valid and effective in reducing employee’s organizational cynicism and enhancing employee’s organizational citizenship.

Therefore, the purpose of this Structural Equation Model (SEM) analysis is to examine how the executive servant leadership impact employees’ organizational cynicisms and organizational citizenship among China and American universities. The results showed that full-time employees of the Andrews University and Guangzhou Medical University perceived high level of executive servant leadership in five dimensions: Interpersonal Support, Building Community, Altruism, Egalitarianism and Moral Integrity, which are positively and highly conducive to Organizational Citizenship Behavior (Altruism, Civic Virtue, Courtesy, Conscientiousness, Sportsmanship ) and contradictory to Organizational Cynicism (Cognitive, Affective and Behavioral).

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Oct 26th, 2:00 PM Oct 26th, 3:00 PM

P-19 The Impact of Executive Servant Leadership on Organizational citizenship, and organizational cynicism among American and Chinese Universities: A Test of Structural Equation Modeling

Organizational Cynicism can be described as being negative and pessimistic about the organization. Employees who are cynical can influence the entire organization and can hinder the organization from reaching its goals. Organizational citizenship behaviors refer to employee acts that support the broader social and psychological environment in which tasks are carried out in organizations. The major research interest for this study was to discover whether the bottom-up servant leadership theory to “serve” first and “lead” second can be truly practiced by the president of an university and whether it is valid and effective in reducing employee’s organizational cynicism and enhancing employee’s organizational citizenship.

Therefore, the purpose of this Structural Equation Model (SEM) analysis is to examine how the executive servant leadership impact employees’ organizational cynicisms and organizational citizenship among China and American universities. The results showed that full-time employees of the Andrews University and Guangzhou Medical University perceived high level of executive servant leadership in five dimensions: Interpersonal Support, Building Community, Altruism, Egalitarianism and Moral Integrity, which are positively and highly conducive to Organizational Citizenship Behavior (Altruism, Civic Virtue, Courtesy, Conscientiousness, Sportsmanship ) and contradictory to Organizational Cynicism (Cognitive, Affective and Behavioral).