Servant leadership and employee socially responsible behavior: The role of employee psychological entitlement

This research investigates the interactive effect of servant leadership and employee psychological entitlement on socially responsible behavior (SRB) among employees. Specifically, we build on social learning theory to hypothesize that employee psychological entitlement, an individual trait reflecting an excessive self-oriented focus, undermines the positive effects of servant leadership on employee prosocial motivation, and in turn, SRB. Results from a multi-source field study (N = 240) support our predictions, and highlight the detrimental role of employee psychological entitlement on the ability of organizational leaders to effectively promote the creation of social good through employee behavior.