Author ORCID Identifier

Date of Award


Degree Type


Degree Name

Doctor of Philosophy (PhD)


Managerial Sciences

First Advisor

Chad A. Hartnell

Second Advisor

Songqi Liu

Third Advisor

Kris Byron

Fourth Advisor

Jim Lemoine


Organizations across the United States have begun to integrate servant leadership behaviors into managers everyday work routines, presumably because of the overwhelmingly positive effects they have on employees’ attitudes, motivation, behaviors, and overall well-being. Integrating enrichment- and depletion-based perspectives of psychological resources, I evaluate the daily benefits and costs of servant leadership behaviors on leaders’ end-of-workday psychological states, as well as next-day work behaviors. Using an experience sampling design across two work weeks, the main study results revealed that servant leadership behaviors did not significantly predict next-day leadership behaviors via end-of-workday psychological states. The pattern of results, however, pointed to the possibility of intraday effects of servant leadership behaviors on end-of-workday enrichment, which was the focus of post hoc analyses. Post hoc results showed that servant leadership behaviors earlier in the day produced an affective high (i.e., positive affect), which resulted in elevated enrichment during the latter end of the workday (captured via reduced depletion, heightened task meaningfulness, and heightened intrinsic motivation). Moreover, two stable characteristics of the individual—achievement values and power values—moderated the strength of the mediated relationship. Leaders with lower levels of power and achievement values experienced more positive affect from enacting servant leadership behaviors, which, in turn, produced heightened levels of work enrichment.


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