Lay leaders who hold executive-level volunteering positions play a significant role in the operation of Jewish communal organizations and work closely with organizations’ senior administration and professional leaders. This study’s focus was executive-level volunteer practice of servant leadership in relation to volunteers’ motivational function and volunteers’ trust in the executive-level professionals with whom they work closely. Data were collected from 73 executive-level lay leaders in Jewish community organizations in North America. Results show that lay leaders motivated by a mission to help others, as opposed to self-interest, are more inclined to practice servant leadership. Moreover, results show that lay leaders’ trust in their professional colleagues mediates the relationship between lay leaders’ motivation to volunteer and their pursuit of servant leadership. Theoretical and practical implications are discussed.

This research reviews the constructs and measurements of guanxi and concludes that colleague guanxi is appropriately conceptualized as a multidimensional construct that describes Chinese colleague relationships. The development of a colleague guanxi scale with four dimensions is described. Two studies test the convergent, discriminant, and nomological validity of the guanxi scale. In validation tests guanxi intensity increases with cognition features (subjective fit and cognitive trust) and results in a positive affect (affective trust). Contributions of the colleague guanxi scale are offered.