Servant leadership in action: how CEOs drive company social and environmental performance through company bricolage behavior

Purpose This study aims to clarify the mechanism through which CEO servant leadership influences the social and environmental performance of small and medium-sized enterprises (SMEs). Specifically, it investigates the mediating role of company bricolage behavior in this relationship. Design/methodology/approach Drawing on the upper echelons theory and the resource-based view, a conceptual model was developed and tested using structural equation modeling. Data was collected via a survey from 314 CEOs of Russian SMEs. Findings The results reveal that company bricolage behavior mediates the relationship between CEO servant leadership and social and environmental performance. While servant leadership does not have a direct effect on social and environmental performance, it significantly fosters bricolage behavior, which in turn strongly enhances social and environmental performance. Originality/value This paper introduces a novel, integrated model that bridges the upper echelons theory with the resource-based view and identifies company bricolage behavior as the key mediating mechanism that translates CEO servant leadership into improved social and environmental performance. This study offers a new perspective on how leadership values and characteristics are translated into social and environmental outcomes through the resource-driven behaviors.