THE IMPACT OF INNOVATIVE EXECUTIVE SERVANT LEADERSHIP ON ORGANIZATIONAL CITIZENSHIP, AND ORGANIZATIONAL CYNICISM

Jerry L. Chi
Andrews University

Grace C. Chi
School of Health Professions

Nile M. Khanfar
Nova Southeastern University

Gabriel Gao
Guangzhou Medical University

Belal A. Kaifi
Trident University International

ABSTRACT
Have you ever wondered how your employees complained to their friends about how
things happened in your organization? The most challenging part for Servant Leadership is to
reduce organizational cynicism and nurture organizational citizenship. 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 a university and whether it is
valid and effective in reducing employee’s organizational cynicism and enhancing employee’s
organizational citizenship. The results showed that the goodness of fit (GFI) was good and
sufficient and adequate. The null hypotheses were rejected significantly. Conversely, this study’s
findings demonstrate empirically that leader-follower relationships and employee cynicism and
non-citizenship problems are closely associated with servant leadership in terms of the leader’s
vision, philosophy, attitudes, behaviors, and management policy in the areas of interpersonal
support, building community, altruism, egalitarianism, and moral integrity.
Keywords: Executive servant leadership, organizational citizenship, organizational cynicism, higher Education,
structural equation modeling