<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>1576-5962</journal-id>
<journal-title><![CDATA[Revista de Psicología del Trabajo y de las Organizaciones]]></journal-title>
<abbrev-journal-title><![CDATA[Rev. psicol. trab. organ.]]></abbrev-journal-title>
<issn>1576-5962</issn>
<publisher>
<publisher-name><![CDATA[Colegio Oficial de la Psicología de Madrid]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S1576-59622021000100007</article-id>
<article-id pub-id-type="doi">10.5093/jwop2021a1</article-id>
<title-group>
<article-title xml:lang="en"><![CDATA[Servant leadership, engagement, and employee outcomes: the moderating roles of proactivity and job autonomy]]></article-title>
<article-title xml:lang="es"><![CDATA[El liderazgo de servicio, la implicación y los resultados de los empleados: roles moderadores de la proactividad y de la autonomía en el puesto]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Yagil]]></surname>
<given-names><![CDATA[Dana]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Oren]]></surname>
<given-names><![CDATA[Ravit]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="A01">
<institution><![CDATA[,University of Haifa  ]]></institution>
<addr-line><![CDATA[Haifa ]]></addr-line>
<country>Israel</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>00</month>
<year>2021</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>00</month>
<year>2021</year>
</pub-date>
<volume>37</volume>
<numero>1</numero>
<fpage>58</fpage>
<lpage>67</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://scielo.isciii.es/scielo.php?script=sci_arttext&amp;pid=S1576-59622021000100007&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://scielo.isciii.es/scielo.php?script=sci_abstract&amp;pid=S1576-59622021000100007&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://scielo.isciii.es/scielo.php?script=sci_pdf&amp;pid=S1576-59622021000100007&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="en"><p><![CDATA[ABSTRACT This paper presents a moderation-mediation model suggesting that proactivity and job autonomy moderate the mediating effects of engagement on the relationship of servant leadership with job performance and lateness. Data were collected from a sample of 50 bank departments from three sources: managers (n = 50), employees (n = 165), and objective data provided by human resources departments. The results show that as expected, the association of servant leadership with work engagement was stronger for employees with low levels of proactivity and job autonomy. Proactivity moderated the mediating effect of engagement on the relationship of servant leadership with both job performance and lateness; autonomy moderated the mediating effect of engagement on the relationship between servant leadership and lateness. The results imply that placing employees with low levels of proactivity and job autonomy under the supervision of servant leaders can engender higher job engagement and better organizational outcomes.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[RESUMEN El artículo presenta un modelo de moderación-mediación que indica que la proactividad y la autonomía en el puesto de trabajo moderan los efectos mediadores de la implicación en la relación del liderazgo de servicio con el desempeño e impuntualidad de los empleados. Se recogieron datos de una muestra de 50 departamentos bancarios procedentes de tres fuentes: directivos (n = 50), empleados (n = 165) y datos objetivos facilitados por los departamentos de recursos humanos. Los resultados muestran que, tal y como se esperaba, la asociación del liderazgo de servicio y la implicación en el trabajo era mayor en los empleados con baja proactividad y autonomía en el puesto. La proactividad moderaba el efecto mediador de la implicación en la relación del liderazgo de servicio con el desempeño y la impuntualidad. La autonomía moderaba el efecto mediador de la implicación en el puesto en la relación entre el liderazgo de servicio y la impuntualidad de los empleados. Los resultados indican que poner a los empleados con bajo nivel de proactividad y autonomía en el puesto bajo la supervisión de líderes servidores puede mejorar la implicación en el puesto y los resultados organizativos.]]></p></abstract>
<kwd-group>
<kwd lng="en"><![CDATA[Servant leadership]]></kwd>
<kwd lng="en"><![CDATA[Engagement]]></kwd>
<kwd lng="en"><![CDATA[Proactivity]]></kwd>
<kwd lng="en"><![CDATA[Job autonomy]]></kwd>
<kwd lng="en"><![CDATA[Performance]]></kwd>
<kwd lng="en"><![CDATA[Lateness]]></kwd>
<kwd lng="es"><![CDATA[Liderazgo de servicio]]></kwd>
<kwd lng="es"><![CDATA[Implición en el puesto]]></kwd>
<kwd lng="es"><![CDATA[Proactividad]]></kwd>
<kwd lng="es"><![CDATA[Autonomía en el puesto]]></kwd>
<kwd lng="es"><![CDATA[Desempeño]]></kwd>
<kwd lng="es"><![CDATA[Impuntualidad]]></kwd>
</kwd-group>
</article-meta>
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