Abstract
Drawing on Life Span Developmental Leadership Theory and Social Cognitive Theory, the study examines the developmental origins of servant leadership from an early family perspective. Specifically, the study argues that authoritative parenting style, as an altruistic parenting approach, fosters prosocial motivation as a core altruistic motivational mechanism, which in turn promotes servant leadership. Furthermore, identification with parents serves as a critical boundary condition that strengthens both the direct effect of authoritative parenting style on prosocial motivation and its indirect effect on servant leadership. Statistical analyses of 293 three-wave leader-subordinate dyads support a moderated mediation model consistent with these predictions. By integrating family and work contexts within a single framework, this study advances a process-oriented understanding of servant leadership as an outcome of early altruistic socialization and extends leadership development research beyond the workplace. The findings also offer practical insights for parents and organizations seeking to cultivate servant leadership.