Relevant bibliographies by topics / Servant leadership models

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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 models'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Servant leadership models"

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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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Trastek, Victor F., Neil W. Hamilton, and Emily E. Niles. "Leadership Models in Health Care—A Case for Servant Leadership." Mayo Clinic Proceedings 89, no. 3 (March 2014): 374–81. http://dx.doi.org/10.1016/j.mayocp.2013.10.012.

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Melinda, Tina, Tony Antonio, and Christina Christina. "CONFIRMATORY ANALYSIS OF SERVANT LEADERSHIP DIMENSION TO THE INDONESIAN ACADEMIC LEADER." Jurnal Aplikasi Manajemen 18, no. 4 (December 1, 2020): 730–40. http://dx.doi.org/10.21776/ub.jam.2020.018.04.12.

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Understanding Leadership in tertiary education is interesting. Greenleaf, the father of Servant Leadership, has been inspired by several Servant Leadership issues in college before he published his seminal paper on servant leadership. After surveying 11 models and scales of Servant leadership we finally apply the 35-item, six-dimension mea- sure of Servant Leadership Behavior Scale (SLBS). This multi-dimensional measurement was developed by Sendjaya. This study investigates and validates the 6 dimensions and 35 attributes of Servant Leadership. A 35-question questionnaire is used to measure the quality of department heads as the academic leaders in higher education. We study the Servant Leadership Dimension of Head of Department with 120 faculty members. Confirmatory factor analysis is performed to verify and validate the dimension of Servant leadership. It is found that the scale can be used in the context of higher education with one or two significant attributes in every dimension.
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Haider, Aftab, Muhammad Anees Khan, and Tanveer Taj. "Impact of Servant Leadership on Teaching Effectiveness: A Study of Public Sector Universities, KP, Pakistan." Global Regional Review V, no. I (March 30, 2020): 509–18. http://dx.doi.org/10.31703/grr.2020(v-i).54.

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Among many leadership styles, servant leadership is among recent style that is getting a wide range of attention and acceptance among business researchers and academia. The aim of this paper was to investigate the effect of Servant leadership influence on teaching effectiveness. Data were collected through questionnaires from 480 students of two public sector universities KPK. Structured Equation Modeling (AMOS) was employed to test the hypotheses of the study. Three models were developed and tested. The results show that Servant Leadership had a positive but insignificant impact on teaching effectiveness; interesting findings are that individual dimensions of servant leadership had a strong positive and significant impact on teaching effectiveness. Thus, this paper provides in-depth analysis necessary for higher educational institutes and Business institutions, for practical and theoretical implications to adopt servant leadership at the workplace.
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Dr. Muhammad Zia-ur-Rehman, Rida Fatima, and Dr. Waseem Ishaque. "Servant Leadership and Employee Voice - the Role of Organizational Trust and Courageous Followership." Research Journal of Social Sciences and Economics Review (RJSSER) 1, no. 4 (December 26, 2020): 45–62. http://dx.doi.org/10.36902/rjsser-vol1-iss4-2020(45-62).

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Servant leadership has been deemed crucially relevant for organizational effectiveness and success; thus, significant emphasis is laid upon enhancing and sustaining favorable attitudes and behaviors of leaders towards their followers. Earlier scholars have presented various models of servant leadership; however, a meager number of researches have concentrated on employee voice as a significant antecedent to servant leadership. Therefore, the present study analyzed the key role of employee voice on servant leadership; under the mediating role of courageous followership and moderating role of organizational trust. Employing 214 valid responses; conveniently, from the educational sector organizations operating in twin cities of Pakistan, this study found that the relationship between employee voice and servant leadership is mediated by courageous followership and moderated by the organizational trust; signifying that, a coherence among employee voice and organizational trust is likely to stimulate higher levels of courageous followership, eventually nurturing servant leadership. The study draws upon; discussion, conclusion, limitations, and implications at the closure.
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Abu Bakar, Hassan, and Robert M. McCann. "An Examination of Leader-Member Dyadic Politeness of Exchange and Servant Leadership on Group Member Performance." International Journal of Business Communication 55, no. 4 (August 3, 2015): 501–25. http://dx.doi.org/10.1177/2329488415597517.

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Integrating conversational constraint theory and models of homophily and relational dyadic communication, this study investigates how leader-member politeness exchange and servant leadership influence group member performance in a Malaysian organizational context. Using hierarchical linear modeling with data obtained from a sample of 510 employees, 65 workgroups, and 3 organizations, a politeness of exchange-servant leadership model was tested. Results show that servant leadership was positively and significantly associated with workgroup manager’s ratings of group member’s performance. The positive association between servant leadership and group member performance is more pronounced when managers and members in workgroups are high in politeness of exchange in their interactions. As predicted, leader-member dyadic politeness of exchange within the workgroup manager-group member dyads moderated this positive association.
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Jorge Correia de Sousa, Milton, and Dirk van Dierendonck. "Servant leadership and engagement in a merge process under high uncertainty." Journal of Organizational Change Management 27, no. 6 (October 7, 2014): 877–99. http://dx.doi.org/10.1108/jocm-07-2013-0133.

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Purpose – The purpose of this paper is to aim mainly at further understanding how servant leadership can affect engagement during a merger with high levels of uncertainty through the mediating role of organizational identification and psychological empowerment. In addition, the research aimed at validating the servant leadership survey (SLS) in a new culture and language. Design/methodology/approach – In total, 1,107 respondents from two merging Portuguese companies answered a survey. Structural equation modeling was used to further test the mediation model proposed. Findings – SLS proved to be valid and reliable in the Portuguese context and language. Servant leadership strongly affected work engagement in conditions of high uncertainty. Organizational identification and psychological empowerment acted as mediating variables. Research limitations/implications – Future research could include longitudinal studies, the effect of specific servant leadership dimensions and the distinction between servant leadership and other leadership models during a merger in conditions of high uncertainty. Practical implications – This study extends the applicability of the servant leadership model, and the corresponding SLS in a new national culture and as an effective leadership approach under conditions of high uncertainty, such as in a merge process. Social implications – Multinational corporations can see servant leadership as a valid model that can permeate the whole organizational culture, inducing greater performance and the well-being of the workforce for increased engagement. Given the increasing uncertainty and volatility of the work environment, servant leadership could be particularly useful in such contexts. Originality/value – This study benefits both leadership scholars and practitioners by providing evidence on the value of servant leadership in ensuring workforce engagement in conditions of high uncertainty, as in dynamic merger processes. The fact that the study was conducted right in the middle of the change process is rather unique. Moreover, servant leadership effectiveness is for the first time tested in Portugal, a country typically with a relatively strong power distance culture.
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Latif, Khawaja Fawad, and Frederic Marimon. "Development and validation of servant leadership scale in Spanish higher education." Leadership & Organization Development Journal 40, no. 4 (June 10, 2019): 499–519. http://dx.doi.org/10.1108/lodj-01-2019-0041.

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PurposeThe purpose of this paper is twofold. First is the validation of a scale to measure the servant leadership of the university leaders. Second is to analyze how servant leadership affects the career satisfaction and life satisfaction of the academics.Design/methodology/approachUsing a survey of 148 academics at universities located in Spain collected in May 2018, a couple of models were conducted using structural equation model techniques: a confirmatory factor analysis of second order in order to assess the leadership scale and a mediation model to assess how servant leadership impacts on the life satisfaction through career satisfaction.FindingsResults reveal that leadership is a multi-dimensional construct having dimensions namely: behaving ethically, development, emotional healing, empowerment, pioneering, relationship building and wisdom. The total effect of servant leadership on life satisfaction is null due to a competitive mediation of career satisfaction.Originality/valueResearch on servant leadership has primarily focused on business organizations through extensive search in peer-reviewed databases the authors could not find a scale to measure servant leadership behavior in higher education. Additionally, the study assesses the role of career satisfaction as mediator between servant leadership and life satisfaction. Existing research has called for further research into both career and life satisfaction. Life satisfaction research has been criticized on the grounds that it has mainly overlooked the work/organizational settings. Moreover, the authors could only find little research into life satisfaction in higher education, that too in context of students.
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Broucker, Bruno. "Leadership and culture: comparative models of top civil servant training." International Review of Public Administration 20, no. 4 (August 25, 2015): 390–93. http://dx.doi.org/10.1080/12294659.2015.1078077.

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Rizal, Saifur. "SERVANT LEADERSHIP DALAM IMPLEMENTASI NILAI-NILAI TRILOGI DAN PANCA KESADARAN SANTRI." Journal EVALUASI 3, no. 2 (September 30, 2019): 162. http://dx.doi.org/10.32478/evaluasi.v3i2.251.

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The number of theories and models of leadership is a positive response from experts and scientists of various countries as a form of attention to the development and demands of the times. Likewise in the world of education, many leadership theories require educational institutions to be able to make changes in the framework of developing education towards progress in achieving a goal. Servant leadership is one of them, this leadership concept was taught and applied by Prophet Muhammad 14 centuries ago and was reiterated by Greenleaf several years ago. Servant leadership of a leadership theory that is widely applied in the world of Islamic education, especially Islamic boarding schools as the oldest Islamic educational institution in Indonesia. Including Nurul Jadid Islamic Boarding School in implementing trilogy values and the five santri awareness that are carried out continuously. In the process of implementing trilogy values and awareness of all santri in various management activities it is the main role in running a system. Servant leadership is a milestone in the success of the planting of these values to be able to be imbued by every santri to plunge into society.
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Dissertations / Theses on the topic "Servant leadership models"

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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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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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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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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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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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Books on the topic "Servant leadership models"

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

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

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Leadership and Culture: Comparative Models of Top Civil Servant Training. Palgrave Macmillan, 2014.

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Nice, Vivien E., Montgomery Van Wart, A. Hondeghem, and E. Schwella. Leadership and Culture: Comparative Models of Top Civil Servant Training. Palgrave Macmillan, 2015.

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Piccolo, Ronald F., Claudia Buengeler, and Timothy A. Judge. Leadership [Is] Organizational Citizenship Behavior: Review of a Self-Evident Link. Edited by Philip M. Podsakoff, Scott B. Mackenzie, and Nathan P. Podsakoff. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780190219000.013.39.

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In this chapter, we focus on the theoretical and empirical relationship between leadership and organizational citizenship behavior (OCB), arguing that leadership, at its conceptual core, is extra-role behavior (i.e., leadership [is] OCB). Updating and extending Organ, Podsakoff, and MacKenzie’s (2006) chapter, we review both traditional (e.g., transformational leadership, transactional leadership, initiating structure, and consideration behaviors) and contemporary models of leader behavior (e.g., ethical, authentic, and servant leadership behaviors). In doing so, we report meta-analytic results comparing leadership models and the activities that underlie those models. We close by discussing three potential avenues for continued research in this domain.
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The Model of Servant-Leadership. Welch Publishing Company Inc., 1990.

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Book chapters on the topic "Servant leadership models"

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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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Tarallo, Mark. "Servant Leadership." In Modern Management and Leadership, 99–105. Boca Raton: CRC Press, 2021. http://dx.doi.org/10.1201/9781003095620-15.

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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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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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Smith, Lorianne Samuel. "Christian Leaders as Servants: Accept the Opportunity." In Modern Metaphors of Christian Leadership, 95–113. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-36580-6_6.

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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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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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Mughal, Yasir Hayat. "Synthesizing the Literature on Servant Leadership Theories and Decision Making." In Servant Leadership Styles and Strategic Decision Making, 131–47. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-4996-3.ch005.

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This chapter presents the different theories and models of servant leadership styles and strategic decision-making styles. The number of models and theories of both the variables are presented in this chapter. Also, at end of this chapter, new moderators and mediators are introduced with the help of the diagram. Future researchers can use this new model and explore the new model of servant leadership styles with strategic decision making.
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Geer, Gregory, and Howard V. Coleman. "Servant Leadership and School Crisis Management." In Advances in Human Resources Management and Organizational Development, 114–33. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-5840-0.ch006.

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In today's world, public school leaders are often called upon to deal with tragedies that include suicides, homicides, and accidental deaths. When these incidents occur in small school districts, the roles and responsibilities of school personnel become those of counselors and civic leaders. This chapter presents a case study about the experiences of a school superintendent practicing servant leadership to help heal a small community when dealing with the accidental deaths of a local family. The superintendent's responses to the tragedy are based upon the foundations of servant leadership that include empathy, mental models, reflection, self-awareness, emotional healing, listening, commitment, and community building (Goen, 2009; Spears, 2004; Greenleaf, 1977). Servant leadership practices help guide educational leaders in providing support for students, teachers, and parents in school crises.
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Conference papers on the topic "Servant leadership models"

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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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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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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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