Relevant bibliographies by topics / Servant Leadership Theory

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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 Theory'

Author: Grafiati
Published: 4 June 2021
Last updated: 15 February 2022

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Journal articles on the topic "Servant Leadership Theory"

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Qiu, Shaoping, and Larry Dooley. "Servant leadership." Leadership & Organization Development Journal 40, no. 2 (March 29, 2019): 193–212. http://dx.doi.org/10.1108/lodj-04-2018-0148.

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Purpose The purpose of this paper is to develop and validate an instrument intended to measure servant leadership behavior in the Chinese hospitality industry. Design/methodology/approach After reviewing the literature, a scale of nine dimensions with 81 items was generated and then subjected to exploratory factor analysis (EFA) using a sample of 600 participants from a polytechnic college and hospitality industry, resulting in 6-factor-33-item solution. The derived measure was then shortened to 24 items by using item response theory (IRT). Drawing on the data from 440 respondents in the hospitality industry, this 6-factor-24 item measure was subsequently validated with confirmatory factor analysis (CFA) and the test of construct validity. Findings Difference in factors has been found between this instrument and western-developed scales. This study resulted in 6-dimension-24-items scale. These dimensions were named integrity, self-sacrifice, building community, empowering people, emotional healing and visioning. This servant leadership scale was demonstrated to have good internal consistency reliability and strong construct validity. Originality/value This is the first study that used IRT as a statistic tool to shorten a servant leadership scale and also this study provided additional support to cultural psychology theory.
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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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Rachmawati, Ani Wahyu, and Donald C. Lantu. "Servant Leadership Theory Development & Measurement." Procedia - Social and Behavioral Sciences 115 (February 2014): 387–93. http://dx.doi.org/10.1016/j.sbspro.2014.02.445.

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Phipps, Kelly A. "Servant Leadership and Constructive Development Theory." Journal of Leadership Education 9, no. 2 (July 1, 2010): 151–70. http://dx.doi.org/10.12806/v9/i2/tf1.

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Sun, Mei, Zhixia Chen, and Qing Yang. "Servant leadership and civil servants' service attitude: The role of basic needs satisfaction." Social Behavior and Personality: an international journal 49, no. 9 (September 1, 2021): 1–9. http://dx.doi.org/10.2224/sbp.10678.

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We explored the effect of servant leadership on service attitude to understand its mediation mechanism, on the basis of selfdetermination theory. We used valid, reliable scales to measure servant leadership and basic needs satisfaction, and a self-designed scale to measure service attitude among 160 public servant–citizen paired dyads from the Chinese Government Affairs Center. Results show that servant leadership had a positive influence on service attitude, and that the basic needs of autonomy and competence played mediating roles, but the basic need of relatedness did not. Our results affirm selfdetermination theory and empirically show the different roles of psychological needs satisfaction. Future research prospects and implications for civil service reforms are discussed.
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Eva, Nathan, Sen Sendjaya, Daniel Prajogo, Andrew Cavanagh, and Mulyadi Robin. "Creating strategic fit." Personnel Review 47, no. 1 (February 5, 2018): 166–86. http://dx.doi.org/10.1108/pr-03-2016-0064.

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Purpose While research and adoption of servant leadership are on the increase, little is known about the mechanisms through which it affects organizational performance. Drawing on the contingency theory, the purpose of this paper is to examine the extent to which organizational strategy and structure affect the relationship between servant leadership and organizational performance. Design/methodology/approach Survey data were collected from 336 direct reports of CEOs/GM/MDs in Australian SMEs, and multiple regression analysis was used in the hypotheses testing. Findings The study found that the relationship between servant leadership and performance is moderated by the three-way interaction effects of differentiation and centralization as well as cost leadership and formalization. Practical implications This study shows that the positive effects of servant leadership on performance are more pronounced in organizations with minimal organizational structure that are not fixated on cost minimization. To that end, ensuring that there is a fit among organizational strategy, structure, and leadership is a key priority for senior executives. Originality/value This research is one of the first to examine the boundary conditions of servant leadership, demonstrating the effects organizational structure has on servant leadership’s influence. Further, this research extends the contingency theory by focusing on strategy and structure, rather than just structural impacts.
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Andersen, Jon Aarum. "Servant leadership and transformational leadership: from comparisons to farewells." Leadership & Organization Development Journal 39, no. 6 (August 6, 2018): 762–74. http://dx.doi.org/10.1108/lodj-01-2018-0053.

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Purpose The purpose of this paper is to question the usefulness of comparisons between theories on servant leadership and transformational leadership. Design/methodology/approach A review of scholarly works on these two theories is presented from the original works of Greenleaf, Burns and Bass to the current research. Findings Based on the four categories of construct clarity, two competing alternatives are identifiable in the scholarship of both servant and transformational leadership. There are thus 16 versions of each theory. Research limitations/implications The literature review contains no new empirical data. The many versions available today of each theory do not make comparisons meaningful. The prevalence of several versions of theories on servant leadership and transformational leadership implies that they are no longer specific and useful theories. Originality/value Critical comments are presented on the usefulness of comparisons between servant leadership and transformational leadership. Thus, the value of these theories is also questioned.
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McClellan, Jeffrey L. "The Advisor as Servant: The Theoretical and Philosophical Relevance of Servant Leadership to Academic Advising." NACADA Journal 27, no. 2 (September 1, 2007): 41–49. http://dx.doi.org/10.12930/0271-9517-27.2.41.

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In 1979, Robert Greenleaf published Teacher as Servant. This novel actively portrays Greenleaf's concept of servant leadership by describing the extracurricular work of a university professor. Consequently, some scholars have demonstrated the relevance of servant leadership to classroom instruction (Powers & Moore, 2005). However, it was not as an instructor, but as an advisor that the fictional Mr. Billings engaged in servant leadership and deeply transformed his students' lives. By explaining the philosophy and practice of servant leadership, I demonstrate how it can contribute to the theory and practice of academic advising. The characteristics of servant leadership are discussed as a theoretical-philosophical construct relevant to academic advisement. Relative Emphasis: theory, practice, research
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Afrianty, Tri Wulida, Arina Kusumaningtias, and M. Cahyo Widyo Sulistyo. "IMPLEMENTASI SERVANT LEADERSHIP SERTA DAMPAKNYA TERHADAP SIKAP KERJA KARYAWAN." NIAGAWAN 9, no. 2 (July 7, 2020): 144. http://dx.doi.org/10.24114/niaga.v9i2.19040.

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Meskipun penelitian tentang topik kepemimpinan telah banyak dilakukan, namun penelitian serta publikasi yang sistematis tentang servant leadership (kepemimpinan melayani) di Indonesia masih terbatas. Oleh karena itu, dengan menggunakan Social Exchange Theory (Teori Pertukaran Sosial), penelitian ini bertujuan untuk menganalisis pengaruh servant leadership dan peran mediasi kepuasan kerja terhadap employee engagement (keterikatan karyawan) di PT. ASABRI (Persero), Indonesia. Analisis hierarchichal regression (regresi hirarkikal) digunakan untuk menguji hipotesis penelitian ini dengan bantuan software SPSS versi 25. Hasil penelitian ini menunjukkan bahwa: 1) servant leadership memiliki pengaruh yang signifikan terhadap employee engagement, 2) servant leadership memiliki pengaruh signifikan terhadap kepuasan kerja 3) kepuasan kerja memiliki pengaruh yang signifikan terhadap employee engagement 4) kepuasan kerja terbukti memiliki peran mediasi pada pengaruh servant leadership terhadap employee engagementKata Kunci: Servant Leadership, Kepuasan Kerja, Employee Engagement, Social Exchange Theory
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Franco, Mário, and Augusto Antunes. "Understanding servant leadership dimensions." Nankai Business Review International 11, no. 3 (January 31, 2020): 345–69. http://dx.doi.org/10.1108/nbri-08-2019-0038.

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Purpose This paper aims to identify and discuss the concept of servant leadership, find some dimensions and understand how staffs in organizations make sense of this style of leadership. Design/methodology/approach Multiple exploratory case studies in six Portuguese organizations/firms were performed. As data-collecting instruments, several interviews, direct observations made on-site and documentary analysis were used. Findings From thematic analysis, the authors found nine dimensions associated with servant leadership in the organizations/firms studied: empowering, helping subordinates grow and succeed, putting subordinates first, ethical behaviour, altruistic calling, wisdom or vision, organizational stewardship, family atmosphere and identification with the leader. Practical implications Based on these dimensions identified, the authors constructed an analytical framework for servant leadership. This study contributes to theoretical development by integrating the servant leadership literature and organizational behaviour literature and should help servant leadership gain legitimacy as an important and relevant leadership theory. Originality/value This study is innovative because contributes to knowledge about organizations that follow a servant style of leadership, and in so doing form consistent dimensions that can represent benchmarking for other organizational structures.
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Dissertations / Theses on the topic "Servant Leadership Theory"

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Daniels, Lydia M. "Servant Leadership and Non Servant Leadership Organization Triple Bottom Line Reporting Outcomes." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2923.

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The competitive environment of the 21st century, failure of U.S. companies, and the financial crisis of 2008 have moved leadership expectations to the forefront of research. However, there is a lack of empirical research about organizational reporting outcomes of self-identified servant leadership (SL) organizations compared to self-identified nonservant (non-SL) organizations. Guided by Greenleaf's SL theory, the purpose of this study was to compare information on organizational data for triple bottom line (TBL) reporting outcomes in SL organizations and non-SL organizations. Using causal comparative research design and global reporting initiative data with a sample of 12 organization reports, reporting outcomes were compared from 6 SL and 6 non-SL organizations. The independent variables were SL and non-SL organizations. The dependent variables were TBL outcomes (social, financial, and environmental) with 55 intervening variables such as economic impact, greenhouse gas emissions, and human rights. Data analysis included descriptive statistics such as comparative analysis of the total and average of reporting outcomes and inferential statistics such as t tests. Findings of the study showed no statistically significant differences existed between TBL reporting outcomes of SL and non-SL organizations. Implications for positive social change lie in the focus on humanism in leadership in which organizational reports provide reliable outcome data for future community building and influence on social good.
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Spain, Michele Anne. "Changing the world through servant leadership." Thesis, Pepperdine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3632614.

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Leadership theories provide guidance, methods, and models for effective leaders. Many leadership theories, such as transactional, transformational, and servant leadership, identify a set of leadership traits or behaviors an effective leader possesses. Robert Greenleaf's (1970) servant leadership theory and characteristics have endured for decades. Greenleaf's servant leadership theory has resurfaced and grown in popularity as evidence by his work being widely cited in new publications, leadership journals, and articles on servant leadership (e.g., Ken Blanchard, Stephen Covey, and Peter Senge).

A number of authors have studied Eunice Kennedy Shriver and written about her leadership style, but no one to date has conducted an analysis to determine if her characteristics match those of a servant leader. This dissertation was a historical case study to recognize the leadership of Shriver and analyze the supposition that she was a servant leader. Shriver had the vision that became the Special Olympics movement that transformed the lives of people with intellectual disabilities and their families and communities worldwide. The fact that under the leadership of Shriver the Special Olympics achieved global success makes a study of her leadership style significant to the field of organizational leadership.

This qualitative case study sought to determine if leadership behaviors of the research subject, Eunice Kennedy Shriver, exemplified the 10 characteristics (behaviors) of servant leadership as defined by Robert Greenleaf (1970) and Larry Spears (1995, 1998b).

Servant leadership is the antithesis of leadership in much of corporate America. For decades, American managers of large corporations and the military have applied an autocratic (command and control) style of leadership. Servant leaders are selfless and seek to invest in the people they lead by genuinely caring about them and their success. They understand that success is realized through the efforts of their followers over selfinterest (Greenleaf, 1977).

Leadership can be a company's competitive advantage, and servant leadership can be the key element. Laub (1999) and Parolini (2004) found that organizations that fostered a servant leadership culture capitalized on the skills of both their employees and their leaders, which led to greater employee engagement and profitability (Block, 1993; Wheatley, 2005).

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Meyer, Alan E. "Servant Leadership Attributes in Undergraduate University Students." Thesis, Concordia University Chicago, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3572623.

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The objective of this research study was to ascertain if attributes of servant leadership were more fully developed in undergraduate students nearing graduation than in those students who recently embarked on their university program. The university at which the project was completed endeavors to make its undergraduate students servant leaders as publically stated in its vision, mission, and other public statements and documents. The results of the research indicate that of the five servant leadership attributes selected, the seniors indicated higher scores in two categories, lower in one, and showed no statistical difference in the other two. As a result of this study, therefore, it cannot be concluded that the upper classmen had stronger servant leadership attributes than freshmen. The implications of this result include the need for further study around the students’ environments and history, the institution’s curriculum and extracurricular content, and the culture of the university in light of its mission and vision.

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Lemoine, Gerald James. "Closing the leadership circle: Building and testing a contingent theory of servant leadership." Diss., Georgia Institute of Technology, 2015. http://hdl.handle.net/1853/53862.

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Servant leadership focuses on stakeholder concern and follower development and empowerment. It has begun to emerge as a useful perspective of leadership within academic research, but theoretical development remains limited, and some of its key propositions have not been tested. In this dissertation I build and test a theory of how servant leadership works, why it works, and when it works. Drawing on the extant servant leadership literature, a social learning perspective, and research on gender roles and schemas, I propose a conceptual definition and theory of how servant leadership impacts two characteristics of followers (prosocial motivation and psychological capital) to affect distal outcomes including voice and performance. I also test servant leadership's impact on the spread of servant leadership behaviors to followers, a key proposition of servant leadership for nearly fifty years which has never been empirically tested. Further, I propose gender and gender schemas as potential moderators of servant leadership, arguing that the more communal emphasis of this approach may interact with sex role factors to impact its effectiveness, such that females may actually have an advantage in using servant leadership, as opposed to the implicit masculine advantage in other leadership behaviors. To answer these research questions, I conducted a temporally lagged multi-organizational study testing the mediators, moderators, and outcomes of servant leadership. Using a variance decomposition approach to clustered and cross-level interactions in an HLM framework, I find substantial support for my theoretical predictions. Results support the idea that exposure to servant leadership behaviors is associated with all three performance outcomes, including an employee's own enactment of servant leadership, both directly and through the mediating effects of positive psychological capital. These effects were contingent as hypothesized, such that servant leadership was more powerful when used by a female manager, and when experienced by individuals with high female gender schemas. Theoretical and practical implications of these conclusions, as well as future research suggested by these results, are discussed.
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Bowe, Stuart Mitchell. "Servant Leadership Dimensions of Bahamian Hotel Industry Front-Line Workers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4503.

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The tourism industry dominates the Bahamian national economy. While seaport visitor arrivals continue to rise, stopover visitor arrivals continue to decline due to a recurring theme of negative front-line hotel staff attitudes. Eliminating negative staff attitudes toward stopover visitors is important for hoteliers, the government, and all stakeholders of the Bahamian tourism industry. Guided by servant leadership theory, the purpose of this research was to investigate the servant leadership dimensions that motivate Bahamian front-line hotel workers. This quantitative cross-sectional study involved the use of the Servant Leadership Survey (SLS) developed by Dierendonck and Nuijten. There were 8 specific servant leadership dimensions measured against 7 sociodemographic attributes to answer 2 research questions (RQ). A random sample of 646 front-line hotel workers participated in the study. For RQ1, independent t-tests and one-way analysis of variance produced significant results for the union, region, and department demographic groups. For RQ2, k-means cluster analysis generated a 2-cluster model with significant F-statistic value contributions across all 8 composite variables. Based on the final cluster centers, the 8 SLS composite variable average mean results equate to cautious support for the acceptance and application of servant leadership. The research findings may lead to positive social change by supporting the creation of a new leadership model in the Bahamian tourism industry that enables hoteliers to increase Bahamian front-line hotel workers' motivation and thereby decrease negative staff attitudes manifested in the workplace.
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Herbert, Stacie Lynn. "A comprehensive literature review and critical anaylsis of servant leadership theory." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005herberts.pdf.

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Graham, Daria-Yvonne J. "Intersectional Leadership: A Critical Narrative Analysis of Servant Leadership by Black Women in Student Affairs." University of Dayton / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=dayton1523721754342058.

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Gregory, Curtis J. "Relationship Between Emotional Intelligence and Servant Leadership in Banking." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2975.

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U.S.-based financial institutions have experienced significant failure rates since the mid-1980s. The problem within the U.S.-based banking industry is that the focus of leadership development has been primarily on cognitive abilities, whereas interpersonal skills, such as emotional intelligence, have been neglected. Research has focused on U.S. bank failures from a risk mitigation, economic, or legislative perspective, creating a gap in research on leadership behavior. The purpose of this correlation study was to determine whether a significant relationship exists between emotional intelligence and servant leadership among leaders in the U.S. small business banking industry. The theoretical framework compared intelligence types to leadership styles to explain leadership behavior. A convenience sample of leaders within the Qualtrics database of small business-bankers was surveyed from a composite survey for levels of servant leadership and emotional intelligence simultaneously. Pearson's correlation coefficient was performed to test the hypothesis. A statistically significant relationship was found between servant leadership and emotional intelligence. Social change implications of this study include improving employee engagement and retention, along with stakeholder engagement through the identification of leaders high in servant leadership style and emotional intelligence. Positive economic, social, and environmental benefits could be gained through improved organizational performance of U.S.-based banks by improving the selection and development of leaders in small business lending willing to embrace a stakeholder management theory.
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Timiyo, A. J. "Conceptualisation of the leading manager theory in higher education institutions : insights from servant leadership." Thesis, University of Huddersfield, 2016. http://eprints.hud.ac.uk/id/eprint/31100/.

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Managing Higher Education Institutions, during periods of change and transformation, can be daunting; and calls for good leadership principles within these institutions. Unfortunately, there are no particular leadership principles by which Higher Education Institutions can effectively be managed. Servant leadership might possibly bridge this gap. Hence, this study seeks to develop and thus, present a leadership theory for the effective administration of Higher Education Institutions. Informed by an interpretivist philosophical paradigm, the study adopted grounded theory research design to purposively collect data among twenty-five leaders in nine Higher Education Institutions in England and Scotland through a semi-structured, but well-adjusted interview schedule. The data was transcribed verbatim, coded to identify core categories, and further analysed using NVivo 10, first and second order modified Prasad (1993) concept card. Based on work motivation and Upper Echelon theories, the study provides empirical evidences that the leadership narrative in Higher Education Institutions is inconsistent, yet quite fascinating. Five leadership orientations— assertive, defensive, subjective, positional and systemic, as well as five leadership practices— diversity, professionalism, open door policy, creative thinking and servant leadership principles, were identified from the data. A total of eleven servant leadership principles were found, which are accountability, awareness, communication, empathy, exemplary leading, fore-sight/vision, integrity/honesty, mentoring/pastoral care, Personal and Professional Development (PPD), self-sacrificing, and trust/humility. While most of the principles are similar to those identified from previous studies, Personal and Professional Development is quite significant to this study. Participants also suggested three leadership taxonomies— blended, collegial and contextual leadership approaches, needed for the effective management of Higher Education Institutions. However, contrary to previous research findings, collegial leadership was the most preferred among the three approaches. Beyond extending and advancing research on servant leadership and Higher Education Institutions, this study presents the Leading Manager Theory to demonstrate the complexity of managing the institutions. It uniquely combines two different theories to gain contextual knowledge and understanding of servant leadership. The study has theoretical, practical and societal implications.
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Fields, Thomas Brandon. "How Servant Leadership Impacts Interpersonal Conflict Between Employees and Their Supervisors." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5334.

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Managing interpersonal conflict between employees and their supervisors continues to be a challenge for all employees. Researchers have studied how leadership styles relate to conflict management in organizations, but little is known about how servant leadership relates to conflict management in the workplace. Servant leadership is a management style in which one motivates his or her employees by serving them. The purpose of this dissertation was to investigate how 7 servant leadership dimensions exhibited by supervisors correlated with 5 conflict management styles used by employees when employees had a conflict with their supervisor. A web-based survey invitation was shared with social service employees in 1 social service organization, an online participant recruitment service, and several social service-related groups on LinkedIn, and resulted in a sample of 230 participants. Stepwise multiple regression analysis was used to determine if a predictive relationship existed between the servant leadership dimensions, measured by the Servant Leadership Scale, and helpful and unhelpful conflict management styles, measured by the Rahim Organizational Conflict Inventory-II. Servant leadership exhibited by supervisors correlated positively with both helpful and unhelpful conflict management styles used by employees. Findings from this dissertation can facilitate social change by helping supervisors learn how their actions impact their staff members' preferred conflict management styles. Specifically, supervisors can modify their leadership styles to encourage staff members to use the integrating conflict management style when disagreements arise between them and their staff members.
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Books on the topic "Servant Leadership Theory"

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Servant leadership: Developments in theory and research. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2010.

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Servant Leadership in Sport: Theory and Practice. Palgrave Macmillan, 2019.

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Spears, Larry C. Reflections on Leadership: How Robert K. Greenleaf's Theory of Servant-Leadership Influenced Today's Top Management Thinkers. Wiley, 1995.

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1955-, Spears Larry C., ed. Reflections on leadership: How Robert K. Greenleaf's theory of Servant-leadership influenced today's top management thinkers. New York: J. Wiley, 1995.

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Spears, Larry C. Reflections on Leadership: How Robert K. Greenleaf's Theory of Servant-Leadership Influenced Today's Top Management Thinkers. Wiley & Sons, Incorporated, John, 2008.

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Baron, Eugene, and Nico A. Botha. Obedience and Servant Leadership: Apollis, Appies, Buti, Buys. SunBonani Scholar, 2020. http://dx.doi.org/10.18820/9781928424772.

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In celebrating a quarter of a century of the Uniting Reformed Church in Southern Africa (URSCA) (1994 2019), quite a few well-organised activities and events took place. These activities reflect a mix of serious academic seminars and liturgical celebrations of which the ones in the Cape, both in Belhar and at the University of the Western Cape (UWC) warrant special mention. In his sermon based on John 17 at the closing liturgical celebration at UWC, Prof Daan Cloete raised several pertinent issues pertaining to unity and justice as a challenge to the leadership of URCSA. Despite all the significant events taking place throughout the year (2019), there has been a major deficit. Attempts at serious historiography are few and far between. This book is an attempt at starting such a study process. However, to put it modestly to contribute to the writing of the history of the URCSA. It has been resolved to start right at the beginning: the founding synod of URCSA with a specific focus on the constituting moderature. The book discusses the issues that were looming large at the founding Synod in 1994 which captures the ‘miracle’ and the euphoria that emerged amidst some delicate matters and issues that would have posed some serious impediments that would have jeopardise the unification before it even started. In calling into service the pastoral or praxis cycle the contributions of the first moderature of URCSA: Rev Nick Apollis (moderator), Rev Leonardo Appies (Scriba Synodii) Rev Dr Sam Buti (Assessor) and Rev JD Buys (Actuaris), of the 1994 General Synod elections are presented in this book. The authors were interested in answering the question: In what way did the moderature members of URCSA assist in the transformation of church and society? The book showcases, how not only systems and structures are essential in transformation processes, but people - who take up the task in obedience and servitude.
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Smalskys, Vainius, and Jolanta Urbanovič. Civil Service Systems. Oxford University Press, 2017. http://dx.doi.org/10.1093/acrefore/9780190228637.013.160.

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Civil service consists of civil servants and their activity when implementing the assigned functions and decisions made by politicians. In other words, it is a system of civil servants who perform the assigned functions of public administration. The corpus of civil servants consists of people who work in central and local public administration institutions. The concept and scope of civil service in a particular country depends on the legal framework that defines the areas of public and private sectors and their relationship. In many countries, civil service consists of an upper level, a mid-level, and civil servants who work for coordinating, independent, and auxiliary institutions. However, the scope of civil service in different countries varies. When analyzing/comparing civil service systems of different countries, researchers often categorize them as Western European, continental European, Anglo-American, Anglo-Saxon, Eastern European, Scandinavian, Mediterranean, Asian, or African.All European Union member states can be classified into two groups: the career system—dominant in continental Europe, with the prevalence of traditional-hierarchical public administration, rational bureaucracy, and formalized operational rules—and the position system—dominant in Anglo-Saxon countries, with the prevalence of managerial principles, pragmatic administration, and charismatic leadership. Neither of the two models exists in pure form. If features of the career model dominate in the civil service of a country, it is identified as a country with the career CS model; if elements of the position model dominate the country is identified as a country with the position civil service model. An intermediate version of this model, characteristic of a number of countries, is the mixed/hybrid model.Many civil service researchers claim that in the case of two competing systems of civil service—closed (the career model) and open (the position model)—reforms of the open civil service system win. It has been argued that the organizing principles of the open, result-oriented civil service system (the position model), which is under the influence of “new public management,” will permanently “drive out” the closed, vertically integrated and formal procedure-oriented career model. Scholars argue that civil servants of the future will have to be at ease with more complexity and flexibility. They will have to be comfortable with change, often rapid change. At the same time, they will make more autonomous decisions and be more responsible, accountable, performance-oriented, and subject to new competency and skill requirements.
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Bennister, Mark, and Ben Worthy, eds. Limits to Dominance? Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198783848.003.0007.

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This chapter compares the leadership capital of two long-serving UK prime ministers: Tony Blair and Margaret Thatcher, treble election winners who held office for a decade. Mapping their capital over time reveals two very different patterns. Thatcher began with low levels of capital, building to a mid-term high and final fragile dominance, though her capital fell between elections. Blair possessed very high levels from the outset that gradually declined in a more conventional pattern. Both benefited from electoral dominance and a divided opposition, Thatcher’s strength lay in her policy vision while Blair’s stemmed from his popularity and communication skills. The LCI reveals that both prime ministers were successful without being popular, sustained in office by the electoral system. Towards the end of their tenures, both leaders’ continued dominance masked fragility, ousted when unrest in their parties and policy unpopularity eroded their capital.
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Fuentecilla, Jose V. A Man for Many Seasons. University of Illinois Press, 2017. http://dx.doi.org/10.5406/illinois/9780252037580.003.0013.

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This chapter focuses on Raul Manglapus. Manglapus was an involuntary detainee in the United States as a self-exile—thirteen years, five months, and seven days by his count, beginning in 1972, when by sheer luck he found himself in America the day before martial law clamped down on the Philippines. Officially, at least, four court charges had been filed against him during his exile years, including subversion, rebellion, and plotting to kill Marcos and his wife. If he had returned, there is no doubt that he would have been hauled off to jail as soon as he stepped out of the plane. He had left behind an outstanding career that was cut short. Those who speculated about what he might have accomplished in his country without Marcos referred to his impressive record as a legislator and public servant. As head of the main exile opposition group, Manglapus had to deal with the challenges of a new leadership role. As a seasoned politician back home, he possessed the skills to respond to his constituents, both local and national. But in the United States, the tactics needed to win over Congress and the Filipino residents required a different set of skills.
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Fichter, Stephen J., Thomas P. Gaunt, Catherine Hoegeman, and Paul M. Perl. Catholic Bishops in the United States. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190920289.001.0001.

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During the past 30 years the Catholic bishops of the United States have captured the national headlines with their statements on nuclear disarmament and economic justice, their struggles to address sexual abuse by clergy, their concerns about abortion and religious freedom, and their defense of refugees and immigrants. The nearly 200 bishops leading local dioceses, though, are a varied mix of Church leaders. In 2016 all of the bishops were surveyed with an eye to better understanding who are the bishops as individuals (their background, education, and experiences), what are their day-to-day activities, their challenges and satisfactions as Church leaders, how they manage their dioceses, and how they speak out on public issues. The data are enriched by frequent quotes and anecdotes from the interviewed bishops. During the past 25 years the Church has gone from Pope John Paul II to Benedict XVI to Pope Francis, and the Catholic Church in the United States, along with its bishops, are dramatically different. The bishops of the United States have had their leadership tested by the sex abuse scandals, the movement of Catholics from the Northeast and Midwest to the South and West, and the arrival of more Catholic immigrants than they have seen in a century along with the ongoing decline in the number of priests and sisters serving the Catholic community. This book provides a unique and comprehensive view of who the bishops are, where they are from, and how they are leading the Church in the United States in the era of Pope Francis.
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Book chapters on the topic "Servant Leadership Theory"

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Dennis, Robert S., Linda Kinzler-Norheim, and Mihai Bocarnea. "Servant Leadership Theory." In Servant Leadership, 169–79. London: Palgrave Macmillan UK, 2010. http://dx.doi.org/10.1057/9780230299184_14.

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Crowther, Steven. "The Foundation of Servant Leadership Theory." In Biblical Servant Leadership, 1–12. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-89569-7_1.

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Davis, Nicole. "Review of Followership Theory and Servant Leadership Theory: Understanding How Servant Leadership Informs Followership." In Servant Leadership and Followership, 207–23. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-59366-1_9.

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Sullivan, Gregory S. "Servant Leadership in Sport: Theory and Practice." In Servant Leadership in Sport, 1–28. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-11248-6_1.

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Ng, Ernest C. H. "Servant Leadership Beyond Servant and Leader: A Buddhist Perspective on the Theory and Practice of Servant Leadership." In Servant Leadership, Social Entrepreneurship and the Will to Serve, 47–68. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-29936-1_3.

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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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Boven, Jakob Willem. "Servant Leadership in Market-Oriented Organizations, Does that Make Sense? An Evaluation from an Economic-Organization Theory Perspective." In Servant Leadership, Social Entrepreneurship and the Will to Serve, 287–308. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-29936-1_14.

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Hilton, Claire. "Personnel: Staffing the Asylums and Serving the Colours." In Civilian Lunatic Asylums During the First World War, 117–46. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-54871-1_4.

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Abstract A vast staff served the asylums: doctors, nurses, attendants, artisans, clergy, kitchen and laundry workers, and other who maintained buildings, farm, gardens and cemetery. Ward work was particularly demanding, with long hours, and poor conditions of employment. A regimented and punitive culture and distrust between management and lower ranks of staff, contributed to “a general feeling of insecurity” among them. They had high rates of sickness and a high turnover, sometimes over 75 per cent annually, resulting in an inexperienced workforce. The asylum leadership contributed to creating a dysfunctional system in which the patients, whom the asylum was meant to serve, were far from central to it.
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"4. Servant Leadership, Organizational Theory, And Strategic Planning." In Using Servant Leadership, 65–87. Rutgers University Press, 2019. http://dx.doi.org/10.36019/9780813587370-005.

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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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Conference papers on the topic "Servant Leadership Theory"

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Jones, Mary Kathryn, Kelsey N. Dunn, Jill R. Hershman, Alston H. Pike, Sarah E. Johnson, and Beth A. Todd. "Best Practices in Student Section Participation and Professional Development." In ASME 2011 International Mechanical Engineering Congress and Exposition. ASMEDC, 2011. http://dx.doi.org/10.1115/imece2011-64164.

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ASME student sections have a strong tradition of serving the needs of undergraduate students at universities across the country and around the globe. Similar to senior sections, student sections can learn from one another by sharing best practices. This paper describes best practices in four areas of student section programming: 1) membership, 2) STEM outreach, 3) section leadership development, and 4) inclusion of graduate students. Through these and other best practices, student sections can remain effective in their role as a partner in workforce development.
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Azena, Ligita, and Baiba Rivza. "Changes and proposals to boost business productivity and competitiveness in Riga planning region." In 22nd International Scientific Conference. “Economic Science for Rural Development 2021”. Latvia University of Life Sciences and Technologies. Faculty of Economics and Social Development, 2021. http://dx.doi.org/10.22616/esrd.2021.55.005.

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The result of the wider application of new digital skills is an increase in productivity as a basis for the growth of Latvian companies in the global market and an increase in material well-being in the market as a whole. In turn, the growth and competitiveness of companies is based on the ability to create and sell demanded, knowledge-intensive products and services on the basis of science, integrating into increasingly higher value-added global chains. Many companies are facing economic difficulties during the COVID- 19 crisis and have to suspend or significantly reduce their operations and staff. However, for some companies, the crisis has also given them the opportunity to reorient their operations to the digital environment, both in serving customers and in organizing the company's operations. The data obtained during the study show that the majority of entrepreneurs predict a decline in customer solvency and the emergence of new digital technologies in the market. Entrepreneurs think they should make more use of the latest technologies (forms of digital sales and communication with customers), new forms of cooperation in company communication (forms of digital communication with employees) and plan to introduce remote and / or semi-remote work. Entrepreneurs expect that the biggest challenges after the crisis caused by the pandemic will be the acquisition of new leadership skills and the acquisition of new digital technologies, as well as attracting investment. Unfortunately, the data of the study show that the majority of entrepreneurs did not use the support programs of state and local government institutions, but assessed the support measures developed by the government as very fragmented. The aim of the research: to assess the changes in the planning region at companies in different sectors in Riga planning region and to develop proposals to increase business productivity and competitiveness. Research methods: statistical data collection, business survey and in-depth interview.
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Akbulut, Deniz, and Birgül Üstünbaş. "The Effect of Covid-19 Pandemic Period on the Organizational Culture of Public Relations Agencies." In COMMUNICATION AND TECHNOLOGY CONGRESS. ISTANBUL AYDIN UNIVERSITY, 2021. http://dx.doi.org/10.17932/ctcspc.21/ctc21.021.

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Covid-19 pandemic has spread to the whole world from Wuhan, China in December, 2019 and seriously changed the daily life. While various measures have been taken to fight against the global pandemic in the whole world, transformations have occurred in business manners in many countries including Turkey. The public relations sector, which is an applied communication discipline managing the communication processes between the organization and target audience, has been affected by this process. Thus, how the pandemic period has affected the business manners of agencies and how the public relations profession has been actualized in agencies have been an object of interest. The main question of this study is how the pandemic period has affected the organizational culture in public relations agencies, and will these effects cause permanent changes in business manners in the agencies after the pandemic. The fact that most people have started making grocery shopping online due to Covid- 19 has increased the share of e-trade in the sector of Fast Moving Consumer Goods (FMCG), which are also known as packaged consumption products. Public relations agencies serving in this sector have accelerated their communication activities especially during the pandemic. A semi-structured interview technique was applied to the representatives of seven public relations agencies serving in the fast moving consumer goods sector within the framework of the questions formed in line with the factors affecting the corporate culture according to Mondy (communication, motivation, leadership, management process, organizational structure and management style) in this study. The study found that hybrid working order (telecommuting/office working) was adopted by agency employees, the concept of office hours disappeared in agencies, the service process became 24/7 by the agency, digital communication tools accelerated the communication processes, and the business capacity of agencies increased. It is observed in line with these factors that pandemic period has caused both positive and negative permanent behavioral changes in the organizational culture of agencies.
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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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