Relevant bibliographies by topics / Servant leadership model

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Servant leadership model'

Author: Grafiati
Published: 4 July 2021
Last updated: 11 February 2022

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Journal articles on the topic "Servant leadership model"

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Saleem, Farida, Yingying Zhang Zhang, C. Gopinath, and Ahmad Adeel. "Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust." SAGE Open 10, no. 1 (January 2020): 215824401990056. http://dx.doi.org/10.1177/2158244019900562.

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Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms’ sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of subordinates and their supervisors. The results from hierarchical linear model (HLM) for clustered data showed that servant leadership strongly predicted affective trust, organizational citizenship behaviors (OCBs), and task performance of subordinates; affective trust fully mediated servant leadership’s effect on task performance while partially mediates servant leadership’s effect on subordinates’ OCB. In contrast, cognitive trust did not mediate servant leadership’s effect on either OCB or task performance. These findings reveal the relevance of affective trust as the underlying mechanism which mediates and deciphers servant leadership into positive individual performance.
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Bao, Yuanjie, Chaoping Li, and Hao Zhao. "Servant leadership and engagement: a dual mediation model." Journal of Managerial Psychology 33, no. 6 (August 13, 2018): 406–17. http://dx.doi.org/10.1108/jmp-12-2017-0435.

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Purpose The purpose of this paper is to compare two mediating mechanisms of servant leadership’s effect on followers’ work engagement: the social exchange mechanism (represented by leader-member exchange (LMX)) and the social learning mechanism (represented by public service motivation in Study 1 and prosocial motivation in Study 2). Design/methodology/approach In Study 1, the authors collected two-wave matched data from 216 public sector employees. In Study 2, the authors collected two-wave matched data from 178 private sector employees. The authors use hierarchical regression and bootstrapping to test the hypotheses. Findings Servant leadership is positively related to follower’s work engagement and this relationship is mediated by LMX, but not by public service motivation (Study 1) or prosocial motivation (Study 2). It suggests that servant leadership promotes followers’ work engagement mostly through the social exchange mechanism. Research limitations/implications The data were collected from Chinese employees, and future studies are necessary to verify the findings in other cultural contexts. Originality/value This study sheds light on a more nuanced picture of the effect mechanisms of servant leadership.
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Langhof, Jan G., and Stefan Güldenberg. "Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes." German Journal of Human Resource Management: Zeitschrift für Personalforschung 34, no. 1 (August 30, 2019): 32–68. http://dx.doi.org/10.1177/2397002219869903.

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The purpose of this article is multi-layered. First, we focus on gaining a comprehensive insight into a research area which just recently received more recognition in management literature: servant leadership. Second, we identify antecedent and outcomes of servant leadership within the existing research body. Third, we synthesize and develop a comprehensive servant leadership model. It assists academics and practitioners in keeping pace with the increasing servant leadership literature. The systematic literature review provides explanations as to why managers practice servant leadership. The study also contributes to a better understanding of the outcomes of servant leadership and brings clarity to a discombobulated group of studies.
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Rayatin, Lilis. "Model Kepemimpinan Servant Paling Dominan Berhubungan dengan Kinerja." Jurnal Keperawatan Indonesia 21, no. 3 (November 27, 2018): 180–88. http://dx.doi.org/10.7454/jki.v21i3.773.

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Model kepemimpinan kepala ruangan dapat meningkatkan kinerja perawat pelaksana dalam memberikan asuhan keperawatan. Tujuan penelitian ini adalah untuk mengidentifikasi hubungan antara model kepemimpinan kepala ruangan dengan kinerja perawat pelaksana. Metode penelitian menggunakan cross sectional, dengan melibatkan 141 responden di sebuah RS. Instrumen yang digunakan adalah instrumen model kepemimpinan yang pernah digunakan sebelumnya. Model kepemimpinan yang berhubungan dengan kinerja adalah servant, visioner, dan transaksional. Model kepemimpinan yang paling dominan berhubungan dengan kinerja adalah servant (p= 0,0001; α= 0,05; CI: 2,733–11,853; Odd Ratio: 5,691). Kepala ruangan yang dipersepsikan oleh perawat pelaksana menggunakan model kepemimpinan servant berpeluang meningkatkan kinerja perawat pelaksana sebesar 5 kali lebih tinggi dibandingkan dengan yang tidak dipersepsikan menggunakan model kepemimpinan servant. Hasil penelitian ini merekomendasikan kepada pimpinan Rumah sakit khususnya untuk kepala ruangan dapat menggunakan model kepemimpinan servant dalam peran dan fungsinya untuk meningkatkan kinerja perawat pelaksana. Kata kunci: Kinerja perawat pelaksana, Model kepemimpinan servant. Abstract Head Nurse Leadership Model Can Improve The Performance of Nurses in Providing Nursing Care. The purpose of this study was to identify the correlation between the head nurse leadership model and the nurses’ performance. This study applied a cross-sectional method and involved 141 nurses at a Hospital. This study used the instruments was developed in the other studies. The results showed that the leadership model related to the performance was a servant, visionary, and transactional. The most dominant leadership model related to the performance was servant (p= 0.0001; α= 0.05, CI: 2.733 to 11.853; odds ratio: 5.691). Head nurses that were perceived by nurses as using the servant leadership model had an opportunity to improve the nurses’ performance five times higher than those who were not perceived as using the servant leadership model. It is recommended that the head of Hospitals, especially the head nurses, to apply the servant leadership model in their roles and functions to improve the nurses’ performance. Keywords: Nurses’ performance, Servant Leadership model
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Canales, Arthur David. "Servant-Leadership: A Model for Youth Ministry." Journal of Youth and Theology 13, no. 1 (January 17, 2014): 42–62. http://dx.doi.org/10.1163/24055093-90000074.

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This article addresses the importance of servant-leadership and to be utilized as one model of leadership for integration and implementation within a Christian youth ministry. Essentially the essay is divided two sections: The first part of the paper provides a brief background on servant-leadership, addresses the theology of servant-leadership, and examines 10 theological characteristics for integration into Christian youth ministry. The second section of the paper provides 6 pedagogical and pastoral implementation strategies for youth ministers to apply in their programs. The ideas in this essay are also applicable to campus ministries and young adult ministries.
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Qureshi, Muhammad Azeem. "Servant Leadership: A Taxonomic Approach towards Systematic Literature Review." IBT Journal of Business Studies 15, no. 1 (2019): 2019–230. http://dx.doi.org/10.46745/ilma.jbs.2019.15.01.18.

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Connection between inferior leadership and massive business meltdown and inadequacy of seasoned leadership models create an urge to seek leadership equipped with ethical behavior, concern for subordinates, all the stakeholders and the society as a whole. This literature survey examines existing literature addressing servant leadership theory. Servant leadership theory has not yet been legitimized as a mainstream leadership theory therefore, it is worthy to examine its antecedents, outcomes and different mediating and moderating mechanisms to have in-depth knowledge of servant leadership concept and to understand how it differs from other mainstream leadership theories. This study analyzed the literature using descriptive approach as proposed by Turnnidge & Côté (2016). The study has been carried out in three phases. First phase is concerned with screening of abstracts and citations related to variable of interests, in second phase, peer discussion was made to retain valuable literature and exclusion of literature which does not fall in set criterion. In the third phase, full text of articles and relevant literature were reviewed which were potentially related to and are of interest. It was found that servant leadership is a different concept which is more comprehensive and predicts more positive outcomes than its predecessor leadership models. Systematic literature review provided detailed insight with respect to servant leadership theory and its outcomes which led to the development of taxonomy which was further used to develop integrated model of causal fl ow through mediating and moderating mechanisms; and then was further refined to identify servant leadership interaction with different organization and behavioral variables. Findings of this research suggest possible impact of servant leadership in power distant culture which is inconsistent in contemporary research and needs to be investigated for validation of servant leadership’s concept in Third World countries.
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Zeng, Jianji, and Guangyi Xu. "How Servant Leadership Motivates Innovative Behavior: A Moderated Mediation Model." International Journal of Environmental Research and Public Health 17, no. 13 (July 2, 2020): 4753. http://dx.doi.org/10.3390/ijerph17134753.

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Drawing on social identity theory, this study examines the effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs of perceived insider status and organization-based self-esteem, and the moderating effect of leader–member exchange (LMX). This moderated mediation model was tested with two waves of data from 269 university teachers in China. Results reveal that the self-concept constructs mediate the relationship between servant leadership and university teachers’ innovative behavior. Moreover, LMX strengthens the relationship between servant leadership and the self-concept constructs, as well as the indirect effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs. Findings suggest that servant leadership is related to increased innovative behavior due to its positive influence on the self-concept of university teachers and it highlights the importance of developing a favorable supervisor–subordinate relationship.
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Mahon, Daryl. "Can using a servant-leadership model of supervision mitigate against burnout and secondary trauma in the health and social care sector?" Leadership in Health Services 34, no. 2 (June 18, 2021): 198–214. http://dx.doi.org/10.1108/lhs-01-2021-0001.

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Purpose This paper aims to set out a model of servant leadership that can be infused within a supervisory setting to mitigate employee burnout and negative stressful experiences in the health and social care sector. Design/methodology/approach A brief targeted review of the literature was undertaken to assess the prevalence of burnout in the health and social care sectors. The supervision literature was also explored. The outcomes associated with servant leadership were also distilled, focusing on employee well-being. Findings Research suggests that burnout and related concepts such as secondary trauma and compassion fatigue impact these professions disproportionately. At the same time, servant leadership is suggested to mitigate some of these factors. The author presents a conceptual model of servant leadership supervision consisting of an ideographic model of servant leadership, Servant Leadership Scale-28 (SLS-28), using the most recent meta-analysis defining this construct, and previously validated measures in the extant literature to inform its design. A Servant Leadership Supervision Scale (SLSS) is also presented aligning its use to several of the core characteristics of servant leadership practice. Research limitations/implications In doing so, the author proposes that this approach will help reduce burnout of health and social care sector employees. Limitations are considered in light of the conceptual paper and no primary data. Practical implications A model of servant leadership supervision that can be infused into health and social care supervision. Originality/value This is the first model of servant leadership supervision articulated for the health and social care sector.
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Waruwu, Marinus. "On The Job Skill-based Servant Leadership Training Model for Principal Effectiveness." International Journal of Psychosocial Rehabilitation 24, no. 5 (April 20, 2020): 3270–79. http://dx.doi.org/10.37200/ijpr/v24i5/pr202035.

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Salam, Aneke A. "SERVANT LEADERSHIP: MODEL KEPEMIMPINAN KONTEMPORER KEPALA SEKOLAH." Jurnal Manajemen dan Supervisi Pendidikan 2, no. 1 (November 20, 2017): 75–82. http://dx.doi.org/10.17977/um025v2i12017p075.

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Dissertations / Theses on the topic "Servant leadership model"

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Tanno, Janice Poland. "Servant Leadership: What Makes It an Effective Leadership Model." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3922.

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Servant leadership (SL), a universal, ethical leadership style, consistently produces high performance and employee engagement. For the last two decades, lack of business ethics in decision making by senior leaders has resulted in many negative outcomes, such as the WorldCom scandal. The purpose of this descriptive phenomenological study was to identify and report the lived experiences of senior leaders in relation to decision making in SL organizations in the southwestern United States. The study's theoretical/conceptual foundations encompassed Maslow's motivation theories, decision theory, spirituality, spiritual intelligence, Cicero's virtue theory of ethics, and Greenleaf's SL. Data collection involved the use of semistructured interviews with a purposive sample of 18 participants who were senior leaders of SL organizations. Data analysis employed Giorgi's method whereby phenomenological reduction revealed meaning units, and psychological reduction reached descriptive psychological structures of experiences by hand coding and integrative data analysis software. Findings confirmed senior leaders' ethical decision making in SL organizations. Recommendations include addressing ethical decision making in team leadership at the board and operational levels and examining the interrelation of CEO ethical leadership and firm performance. Conclusions reached confirm a prevailing structure of experiences as collaborative, interdependent, egalitarian teamwork, a family metaphor. Application of the findings of this study may result in positive social change by fostering a more ethical, kinder capitalism in everyday life and in building community with more servant leaders and SL organizations.
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Messmann, John A. "The servant leadership model applied to volunteer ministry." Theological Research Exchange Network (TREN), 1990. http://www.tren.com.

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Cantone, Daniel. "Bob Johnson: Coach, Leader, Role Model, Community Servant." Digital Commons @ East Tennessee State University, 2013. https://dc.etsu.edu/etd/1155.

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Many things are known about Coach Bob Johnson including his military background and dynamic coaching career, but there are still many more facts that are unknown. By most accounts he was a dynamic leader who was able to motivate, influence, and lead over the course of his 27- year career coaching and teaching at Emory and Henry College. The success of his career is visible through the success of his players and teams, the number of wins, and the many accomplishments, awards, and recognitions he received. The purpose of this qualitative study was to describe Coach Johnson’s life by examining his life as a coach, teacher, administrator, and individual to help demonstrate his leadership and examine events that led to his impact and influence at Emory and Henry College. This study was based on 5 research questions: 1. What was his leadership style? 2. What type of person was he? 3. What type of coach was he? 4. What are the interviewees’ perceptions of how he influenced their lives? 5. What are the interviewees’ perceptions of his life and work? Findings from these questions helped provide answers that demonstrated the leadership and influence of Coach Johnson. The findings were consistent with Leithwood, Riehl, and the National College for School Leadership’s (2003) 3 core leadership practices for successful leadership in educational settings, which are setting directions, developing people, and developing the organization. The findings also fit into the Leadership Challenge Model (Kouzes & Posner, 1997), which consists of challenging the process, inspiring a shared vision, enabling others to act, modeling the way, and encouraging the heart. As there is no published research on Coach Johnson, this study is significant. The data were gathered by conducting semistructured interviews with those who knew Coach Johnson well. The results provide insight on leadership and how one can influence others.
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Vinton, William R. "A new training model for servant leadership in African theological education." Online full text .pdf document, available to Fuller patrons only, 2004. http://www.tren.com.

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Parcher, Kim S. "Servant Leadership, Culture and a Quantitative Study| Introducing a Multiple-leader Model." Thesis, Indiana Institute of Technology, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3680793.

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The following study discusses servant leadership in relation to the larger topic of global leadership. It derives composite definitions for each from the literature and offers a philosophical foundation for servant leadership in order to prepare for a discussion of the problem of lack of construct consensus in current servant leadership empirical research. An exhaustive literature review supplied a quantitative, cross-cultural study with established measures of reliability and validity. The current research replicated this study as it provided an instrument with a small number of constructs offering simplification for servant leadership construct consensus. Two changes were made, however, in methodology. First, respondents were tested from a newly introduced, multiple-leader model of leadership rather than the single-leader model in the original study. Secondly, culture was assigned to control variable status and a numerical value recorded for both countries. The data was then analyzed using measures consistent with the original study in order to compare results between the original single-leader and the new multiple-leader models as well as multiple-regression to see if culture can be predicted through a combined database of all respondents from both countries. The multiple-leader model provided more consistent construct evaluation across the specific high and low power-distance countries studied with generally equivalent or reduced standard deviations than the single-leader model. Culture cannot be predicted from the constructs as recorded. Structural equation modeling (SEM) was used to verify a lack of correlation between constructs in contrast to standard statistical program outputs.

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Miller, William Robert. "A project of guiding pastors to understand and utilize the suffering servant leadership model of Jesus." Theological Research Exchange Network (TREN), 2002. http://www.tren.com.

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Riaz, Omar. "Spirituality and Transformational Leadership in Education." FIU Digital Commons, 2012. http://digitalcommons.fiu.edu/etd/654.

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The purpose of this study was to investigate the relationship between school principals’ self-reported spirituality and their transformational leadership behaviors. The relationship between spirituality and transactional leadership behaviors was also explored. The study used Bass and Avolio’s (1984) Full Range Leadership Model as the theoretical framework conceptualizing transformational leadership. Data were collected using online surveys. Overall, six principals and sixty-nine teachers participated in the study. Principal surveys contained three parts: the Multifactor Leadership Questionnaire (MLQ Form-5X Short), the modified Spirituality Well-Being Scale (SWBS) and demographic information. Teacher surveys included two parts: the MLQ-5X and demographic information. The MLQ-5X was used to identify the degree of principals’ transformational and transactional leadership behaviors. The modified SWBS (Existential Well Being) was used to determine principals’ degree of spirituality. The correlation coefficients for the transformational leadership styles of inspirational motivation and idealized behavioral influence were significantly related to principals’ spirituality. In addition, a multiple regression analysis including the five measures of transformational leadership as predictors suggested that spirituality is positively related to an individual’s transformational leadership behaviors. A multiple regression analysis utilizing a linear combination of all transformational leadership and transactional measures was predictive of spirituality. Finally, it appears that the inspirational motivation measure of transformational leadership accounts for a significant amount of unique variance independent of the other seven transformational and transactional leadership measures in predicting spirituality. Based on the findings from this study, the researcher proposed a modification of Bass and Avolio’s (1985) Full Range Leadership Model. An additional dimension, spirituality, was added to the continuum of leadership styles. The findings from this study imply that principals’ self-reported levels of spirituality was related to their being perceived as displaying transformational leadership behaviors. Principals who identified themselves as “spiritual”, were more likely to be characterized by the transformational leadership style of inspirational motivation.
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Lester, Curtis L. "A model of shared-servant style pastoral care leadership for lay leaders of Greater Bethany Baptist Church (Georgia)." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 2000. http://digitalcommons.auctr.edu/dissertations/AAIDP14649.

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The opportunity existed in the Greater Bethany Baptist Church to develop and implement a Lay Pastoral Care Ministry. The pastor had participated in a two-year clinical experience in the past and was eager to equip and empower lay leaders and potential leaders through training for the Pastoral Care Ministry. Presented in this dissertation are the design, implementation, and evaluation of a group of lay leaders' training experience. It is my hope that the results of this study may be used as a training manual for shared-servant style pastoral care leadership for lay leaders.
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Broeckel, Angela M. "Service-Learning and Character Development| An Analysis of Up with People Resulting in a Model of Global Citizens for Servant Leadership." Thesis, University of Southern California, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10623505.

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The purpose of this study was to investigate and examine the effectiveness the stakeholders of the Up with People program have in preparing students to become servant leaders. The purpose of this study also was to examine service-learning concepts that educators practice to evaluate conditions that promote values and ethics as an impetus for introducing servant leadership as a viable means of transformation across international educational facilities. The study was qualitative, emphasizing an evaluation of the Up with People organization. A purposeful sampling of eleven leaders were interviewed from the Up with People organization to answer the following research questions: What is the current status of Up with People’s leaders’ knowledge, motivation, and organization influences needed to produce servant leaders? What solutions and recommendations in the areas of knowledge, motivation, and organizational resources may be appropriate for Up with People’s leadership and service program? and, What components of the Up with People program are participants receiving in terms of leadership and service that cannot be found in a traditional education program? The outcome of the study resulted in the leaders’ knowledge, motivation, and organization being effective in producing servant leaders for twenty-three validated needs. One of the validated needs was that the leaders in the program know how to develop servant leaders as evidenced in their curriculum. The reinforcement of the service-learning component contributes to becoming a servant leader. An example of a non-validated need was that the leaders did not know how to develop the next generation of leaders for the organization. A solution to addressing the non-validated need is that a junior member of the Up with People program would become an integral member of the executive management team. The junior membership will result in an expansion of social media to advertise Up with People and how their mission will encourage the development of young people as servant leaders.

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Kgatle, Mookgo Solomon. "Servant leadership in Philippians 2:5-11: Concept and application." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/63002.

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The subject of leadership has been explored from different fields by different scholars. The leadership debates and discussion have dominated academia across the globe for decades. The contribution of this thesis to the subject of leadership is threefold. Firstly, it demonstrates a different style of leadership, that is, servant leadership. Secondly, it studies servant leadership from a biblical perspective in general and Philippians 2:5-11 in particular. Thirdly, it applies biblical servant leadership principles to an African context. The historical background of Philippians is studied to understand the world of the text. The different leadership styles are explored and compared with servant leadership. Servant leadership principles are studied in Philippians 2:5-11 and applied in an African context. The thesis concludes with the servant leadership models in South Africa like Nelson Mandela, Desmond Tutu and Frank Chikane. The purpose here is to demonstrate that servant leadership as a New Testament concept is applicable to a contemporary South African context. Consequently, the thesis makes New Testament research available to an African audience.
Dissertation (MA)--University of Pretoria, 2012.
New Testament Studies
MA
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Books on the topic "Servant leadership model"

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DeSpain, B. C. The leader is the servant: The 21st century leadership model. [Mexico City?], Mexico: Grupo Editorial Iberoamérica, 2000.

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Wallace, Rocky. Breaking away from the corporate model: Even more lessons from principal to principal. Lanham, Md: Rowman & Littlefield Education, 2009.

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Wallace, Rocky. Creating effective schools away from the corporate model: More lessons from principal to principal. Lanham, Md: Rowman & Littlefield Education, 2009.

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Wallace, Rocky. Breaking away from the corporate model: Even more lessons from principal to principal. Lanham, Md: Rowman & Littlefield Education, 2009.

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Servant leadership models for your parish. Mahwah, N.J: Paulist Press, 2010.

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The Model of Servant-Leadership. Welch Publishing Company Inc., 1990.

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The Model of Servant-Leadership. Welch Publishing, 1990.

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Deterding, Mark. A Model of Servant Leadership: 140 Actionable Ideas to Build Your Heart for Servant Leadership. THINKaha, 2016.

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Deterding, Mark. A Model of Servant Leadership: 140 Actionable Ideas to Build Your Heart for Servant Leadership. THINKaha, 2016.

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Servant Leadership Contemporary Models and the Emerging Challenge (2). Covenant Publications, 1993.

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Book chapters on the topic "Servant leadership model"

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Laub, James. "Explaining the Servant Mindset: The OLA Servant Leadership Model." In Leveraging the Power of Servant Leadership, 73–111. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77143-4_4.

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Laub, James. "Model Building for Servant Leadership: 1991–2016." In Leveraging the Power of Servant Leadership, 113–33. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77143-4_5.

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Doyle, Kerrie E., Catherine Hungerford, Chris Pitt, Paul Saunders, and Kyar Wilkey. "Indigenist Leadership in Academia: Towards an Aspirational Model of Mindful Servant Leadership." In Cultural Competence and the Higher Education Sector, 137–57. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-5362-2_8.

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Whittington, J. Lee. "Shepherds and Servants: Models of Authentic Engagement." In Biblical Perspectives on Leadership and Organizations, 123–50. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137478085_6.

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Del Baldo, Mara. "Sustainable Business Models Through Servant Leadership: Theory and Praxis." In CSR, Sustainability, Ethics & Governance, 227–58. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-73503-0_11.

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Pressentin, Maria. "The Servant Leadership Movement." In Cases on Global Leadership in the Contemporary Economy, 59–98. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-5225-8088-1.ch005.

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Uncommon to other well-known leadership models, servant leadership explicitly states that the leader serves as steward by focusing the needs of the follower, whilst growing the followers' autonomy. Consequentially, followers increase in capabilities and collaboration, strengthen the leader-follower relationships through partnership, generating decisions that can withstand challenges and sustain organizational success. The purpose of this chapter is to convey the applicability of this universal leadership model, illustrating how it would support culturally diverse case studies. Research has already stated that servant leadership is beneficial to Millennials. Little literature has focused on how to operationalize it for the younger generation. Barbuto Jr. and Gottfredson mentioned the vital necessity to train Millennials in servant leadership behaviors. This chapter highlights how servant leadership might be applied based on Van Dierendonck's and Van Dierendonck and Nuijten's research on Millennials in Asia.
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Dennis, R., and M. Bocarnea. "Servant Leadership Assessment Instrument." In Handbook of Research on Electronic Surveys and Measurements, 339–42. IGI Global, 2007. http://dx.doi.org/10.4018/978-1-59140-792-8.ch046.

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The SLAI measures the seven concepts found in Patterson’s (2003) theory of servant leadership. According to Patterson, the servant leader (a) leads and serves with love (Winston, 2002), (b) acts with humility (Sandage & Wiens, 2001), (c) is altruistic (Kaplan, 2000), (d) is visionary for the followers (Tangney, 2000), (e) is trusting (Hauser and House, 2000), (f) is serving (Wis, 2002), and (g) empowers followers (Covey, 2002). These are the seven constructs that comprise the servant leadership in Patterson’s model. Servant leadership as a theory emerged from Robert Greenleaf’s (1977) work. Recent investigations have expanded servant leadership to include identification and assessment servant leadership factors (Dennis & Bocarnea,2005; Dennis & Winston, 2003; Laub, 1999; Page & Wong, 2000; Patterson, 2003; Russell, 2000; Russell & Stone, 2002). The 42 items of the Servant Leadership Assessment Instrument (SLAI) cover a variety of attitudes and behaviors reflective of the aforementioned research. Reliability Research has indicated that the SLAI is internally consistent and reliable. Alpha reliability coefficients ranging from .89 to .92 have been reported (Dennis, 2004) for factors of love, empowerment, vision, and humility. Trust factor, however, has loaded with two items on two second data collections (Dennis, 2004) and one sample (Irving, 2005). The following alpha coefficients were found, measuring servant leadership at the individual leader level: (a) .92 for the SLAI love scale; (b) .92 for the SLAI empowerment scale; (c) .8637 for the SLAI vision scale; and (d) .92 for the SLAI humility scale. A Cronbach alpha coefficient could not be calculated for the SLAI trust scale because it only has two items in the scale (Irving, 2005).
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Akella, Devi, and Niveen Eid. "Social Entrepreneurs as Servant Leaders." In Leadership Styles, Innovation, and Social Entrepreneurship in the Era of Digitalization, 73–100. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1108-4.ch004.

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This chapter critically examines the servant leadership style of social entrepreneurs. Qualitative data from social enterprises in Palestine and Lukes third dimension power framework are used to explore the intricate forces of power, manipulation, and domination hidden within the service and follower-oriented model of servant leadership. Insights are provided on how the concept of ‘service', the focal aspect in both social enterprises and servant leadership, could be another facet of soft and insidious power exercised by the social entrepreneurs over their followers. A political model of servant leadership is developed that demonstrates how social entrepreneurs could be imposing power and control over their followers under the guise of social mission, creation of social value, serving and empowering their followers and the community.
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Flint, Bill, and Megan Grayce. "Servant leadership: History, a conceptual model, multicultural fit, and the servant leadership solution for continuous improvement." In Advances in Educational Administration, 59–72. Emerald Group Publishing Limited, 2013. http://dx.doi.org/10.1108/s1479-3660(2013)0000020004.

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Imran, Muhammad. "Servant Leadership, Burnout, and Turnover Intention." In Servant Leadership Styles and Strategic Decision Making, 197–204. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-4996-3.ch009.

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This chapter is based on the servant leadership theory's effects on the turnover intention through the mediating role of burnout. The basic concepts of the model are derived from conservation of resources theory. The theory predicts that sustained psychological stress can lead to burnout and turnover intention. Servant leadership focuses on reducing the employee stress level and increasing job satisfaction. The study focuses on the banking industry employees and finds the main reasons of high turnover.
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Conference papers on the topic "Servant leadership model"

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Suryana, Asep, Bumi Hadirahmadiani, and Riema Afriani. "Servant Leadership - Teachers Leadership Model in the Classroom." In 1st International Conference on Educational Sciences. SCITEPRESS - Science and Technology Publications, 2017. http://dx.doi.org/10.5220/0007049608510857.

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Adda, Harnida W., Niluh Putu Evvy Rossanty, Wiri Wirastuti, and Zeylo Auriza. "Servant Leadership: A New Model of Service at University?" In International Conference on Community Development (ICCD 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201017.065.

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Wei Zhang, Mingjian Zhou, and Jifan Ren. "Is servant leadership always good and authoritarian leadership always bad? a group-level model of servant and authoritarian leadership, power distance, interactional justice climate, and OCB." In 2015 12th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2015. http://dx.doi.org/10.1109/icsssm.2015.7170144.

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Wilian, Sudirman, Untung Waluyo, Muntari Muntari, and I. Wayan Karta. "Servant Leadership Model as Catalyst in Strengthening Character Education: An Exploration Study of Principal’s Leadership in Sumbawa Regency Indonesia." In 1st Annual Conference on Education and Social Sciences (ACCESS 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200827.018.

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Liao, Shiwen, and Xin Zhu. "Research on the Relationship Between Servant Leadership and Employee Innovation Behavior: A Theoretical Model." In 2020 3rd International Seminar on Education Research and Social Science (ISERSS 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210120.057.

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Gong, Jian, Jiang Su, Jian Sun, Fei Ma, Xiaoming Dong, Fanchen Meng, and Mingyu Cong. "Research on Servant Leadership Models under the Background of Public Hospitals." In 2017 3rd International Conference on Economics, Social Science, Arts, Education and Management Engineering (ESSAEME 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/essaeme-17.2017.163.

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Wahyuni, Chatarina Umbul, Erni Astutik, and Imelda F. E. Manurung. "The Association of Family Characteristics and Local Support (Servant Leadership) in Tb Case Finding among People Living with Hiv Aids in East Nusa Tenggara, Indonesia." In The 7th International Conference on Public Health 2020. Masters Program in Public Health, Universitas Sebelas Maret, 2020. http://dx.doi.org/10.26911/the7thicph.02.41.

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Background: HIV still becomes major global public health problem in the world. People living with HIV AIDS can suffer opportunistic infection, for example Tuberculosis. The role of family and local support is important to prevent opportunistic infection. The study aimed to determine the association between family characteristics and local support (servant leadership) to find TB case in People Living with HIV AIDS. Subjects and Method: This was a case control study conducted in Kupang city, East Nusa Tenggara, in July 2020. A sample of 100 people consisted of 50 cases and 50 control was selected by purposive sampling. We measured family characteristics and local support (servant leadership (altruistic calling, emotional healing, wisdom, persuasive or motivation) and social modals (beliefs, norms, networks). Data was analyzed by using multivariate logistics regression. Results: The study subjects who did not work had 4.76 times odds of having a higher perception of local support for altruistic calling domain (AOR= 4.76; 95% CI= 1.09 to 20.91; p= 0.039). the study subjects who did not work (AOR= 4.64; 95% CI= 1.07 to 20.03; p= 0.040), worked as entrepreneurs (AOR= 4.69; 95% CI= 1.17 to 18.82; p= 0.029), had a junior high school education (AOR= 6.41; 95% CI= 1.33 to 30.94, p= 0.021), had a senior high school education (AOR= 3.47; 95% CI= 1.16 to 10.41; p= 0.0260) had higher local support for emotional healing domain. The unemployed study subjects had 5.04 times odds of having higher perceptions of local support for persuasive or motivation domain (AOR= 5.04; 95% CI= 1.07 to 23.64; p= 0.041). Conclusion: Family characteristics have significant relationship with perceptions of local support. The government needs to seek the role of family and local support in preventing opportunistic tuberculosis infection in people living with HIV AIDS. Keywords: family, local support, servant leadership, social modal, HIV AIDS, Tuberculosis, PLWHA Correspondence: Chatarina Umbul Wahyuni. Department of Epidemiology, Faculty of Public Health, Universitas Airlangga. Email: chatrin03@yahoo.com. Mobile: +6281803298525. DOI: https://doi.org/10.26911/the7thicph.02.41
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Kramer, Justin, Brenton Greska, and Anjaneyulu Krothapalli. "Construction and Implementation of the Off-Grid Zero Emissions Building." In ASME 2010 4th International Conference on Energy Sustainability. ASMEDC, 2010. http://dx.doi.org/10.1115/es2010-90387.

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This paper deals with the construction and implementation of the Off-Grid Zero Emissions Building (OGZEB), a project undertaken by the Energy Sustainability Center (ESC), formally the Sustainable Energy Science and Engineering Center (SESEC), at the Florida State University (FSU). The project involves the design, construction and operation of a completely solar-powered building that achieves LEED-NC (Leadership in Energy and Environment Design-New Construction) platinum certification. The 1064 square foot building is partitioned such that 800 square feet is a two bedroom, graduate student style flat with the remaining 264 square feet serving as office space. This arrangement allows the building to serve as an energy efficient model for campus designers in student living and office space. The building also serves as a prototype for developing and implementing cutting edge, alternative energy technologies in both residential and commercial settings. For example, hydrogen is used extensively in meeting the energy needs of the OGZEB. In lieu of high efficiency batteries, the excess electricity produced by the buildings photovoltaic (PV) panels is used to generate hydrogen via water electrolysis for long term energy storage. The hydrogen is stored on-site until needed for either generating electricity in a Proton Exchange Membrane (PEM) fuel cell stack or combusted in natural gas appliances that have been modified for hydrogen use. The use of hydrogen in modified natural gas appliances, such as an on-demand hot water heater and cook top, is unique to the OGZEB. This paper discusses the problems and solutions that arose during construction and includes detailed schematics of the OGZEBs energy system.
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Kramer, Justin, Anjaneyulu Krothapalli, and Brenton Greska. "The Off-Grid Zero Emission Building." In ASME 2007 Energy Sustainability Conference. ASMEDC, 2007. http://dx.doi.org/10.1115/es2007-36170.

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This paper deals with the Off-Grid Zero Emissions Building (OGZEB), a project undertaken by the Sustainable Energy Science & Engineering Center (SESEC) at Florida State University (FSU). The project involves the design, construction and operation of a completely solar-powered building that achieves LEED-NC (Leadership in Energy and Environment Design-New Construction) platinum certification. The resulting 1000 square foot building will be partitioned such that 750 square feet will be a two bedroom, graduate student style flat with the remaining 250 square feet serving as office space. This arrangement will allow the building to serve as an energy efficient model for campus designers in student living and office space. The building will also serve as a prototype for developing and implementing cutting edge, alternative energy technologies in both residential and commercial settings. For example, hydrogen will be used extensively in meeting the energy needs of the OGZEB. In lieu of high efficiency batteries, the excess electricity produced by the building’s photovoltaic (PV) panels will be used to generate hydrogen via water electrolysis. The hydrogen will be stored on-site until needed for either generating electricity in a Proton Exchange Membrane (PEM) fuel cell stack or combusted in natural gas appliances that have been modified for hydrogen use. Although commercial variants already exist, a highly efficient water electrolysis device and innovative PEM fuel cell are currently under development at SESEC and both will be implemented into the OGZEB. The use of hydrogen in modified natural gas appliances, such as an on-demand hot water heater and cook top, is unique to the OGZEB.
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Buzzetto-More, Nicole, and Bryant Mitchell. "Student Performance and Perceptions in a Web-Based Competitive Computer Simulation." In InSITE 2009: Informing Science + IT Education Conference. Informing Science Institute, 2009. http://dx.doi.org/10.28945/3353.

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Computer simulations have implications across disciplines and with learners at all levels. By requiring learners to develop and apply knowledge and skills in interactive changing environments, they encourage deeper levels of learning. Additionally, simulations have been shown to be particularly effective at teaching complicated concepts that depend on the ability to understand interrelationships, strategize, make predictions, analyze and evaluate, and engage in multi-faceted decision making. In order to help students gain a deeper understanding of key business concepts, encourage critical thinking and decision making, foster collaboration and critical discourse, and encourage the application of concepts into real world business practices, the University of Maryland Eastern Shore, a minority serving institution, decided in 2004 to introduce a series of competitive web-based simulations at key junctures throughout the curriculum but focused primarily in the course Strategic Management. The simulation selected covers topics such as Strategy & Tactics, Policy, Production, Accounting, Marketing, Finance, Quality control, Human resources, Leadership, and Teamwork and involves students competing in teams against other teams. In order to assess the effectiveness of the simulation, a research protocol was introduced that included the administration of student surveys as well as the collection of performance data. The findings indicate that students overwhelmingly felt that the simulation helped them understand the application of key concepts and learn the decision making process that occurs in professional business practice. The examination of student performance data gathered in this study, with consideration given to the strong levels of student satisfaction, encouraged the authors to postulate based on the high success rates of this student population, which traditionally underperforms in more traditional mode of assessments, that simulations may serve as an equalizer that offers all students, from low to high achievers, an opportunity to succeed and that competitive web-based simulations enhance the overall educational and personal development experiences of minority students enrolled in higher education business programs.
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