A daily investigation of the influence of servant leadership on employees’ calling

Purpose Although the effects of calling have received considerable attention in management research, few studies have delved into its antecedents and mechanisms, resulting in research that lacks a dynamic perspective. Hence, by leveraging the social cognitive theory, this study aims to explore the influence of servant leadership on employees’ calling through a dynamic lens. Design/methodology/approach An experience sampling study was conducted among 111 employees over 15 consecutive workdays in China. Hypotheses were examined using multilevel moderated mediation models. Findings Results indicated that there was significant variation in employees’ daily calling within individuals. Daily servant leadership positively influenced employees’ daily calling. Daily role breadth self-efficacy (RBSE) mediated this process, while person–environment fit played a moderating role. Practical implications Organizations and managers are advised to adopt a servant leadership approach to bolster employees’ calling. Furthermore, they should implement effective strategies to reinforce employees’ RBSE, while striving to achieve a better fit between employees and the organization. Originality/value This paper provides an initial exploration of the antecedents of calling and its mechanisms from a dynamic perspective.