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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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Hogue, Mary. "Gender bias in communal leadership: examining servant leadership." Journal of Managerial Psychology 31, no. 4 (May 9, 2016): 837–49. http://dx.doi.org/10.1108/jmp-10-2014-0292.
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Purpose – Theory suggests gender bias in leadership occurs through a cognitive mismatch between thoughts of women and leaders. As leadership incorporates more feminine qualities, gender bias disadvantaging women should be reduced. The purpose of this paper is to present an empirical investigation of that argument by examining gender bias in servant leadership. Predictions made by role congruity theory were investigated with principles from leader categorization theory. Design/methodology/approach – In a survey design, 201 working college students from the Midwest USA were presented with either a female or male leader, each with identical servant leader attributes. Participants reported their expectations for the leader’s future behavior. Findings – Expectations for servant leader behavior were greater for the woman than man leader, and expectations for authoritarian behavior were greater for the man than woman leader. Expectations for servant leader behavior were greater from the woman than man participants, and expectations for authoritarian behavior were greater from the man than woman participants, a difference that was enhanced by men’s hostile sexism. Research limitations/implications – Although limited by the sample of working students, important implications are the importance of using theoretical integration to examine contemporary forms of leadership for changing gender bias, considerations of self-concept in bias and examining perceiver characteristics when investigating gender bias. Practical implications – Awareness of the reduction of gender bias in communal leadership may allow an increase of leadership opportunities for women and leadership attempts by women. Originality/value – This is the first empirical examination of gender bias in communal leadership through theoretical integration.
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Neville, Kathleen, Kimberly Conway, Joyce Maglione, Katherine A. Connolly, Marie Foley, and Silvia Re. "Understanding Servant Leadership in Nursing: A Concept Analysis." International Journal for Human Caring 25, no. 1 (January 25, 2021): 22–29. http://dx.doi.org/10.20467/humancaring-d-20-00022.
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Despite the abundance of servant leadership literature, scholars recognize the need for a more precise conceptualization of the concept. Although the predominant literature emanates from organizational management and industry describing servant leadership as a theory, model, philosophy, or leadership style, less attention has focused on servant leadership in academia, and most notably in nursing. The purpose of this analysis is to clarify the concept of servant leadership and to provide further delineation of this highly relevant, but elusive concept in nursing. Findings of this concept analysis identify a linkage among servant leadership characteristics, caring theories, and the profession of nursing.
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Erdurmazlı, Eser. "On the Servant Leadership Behaviors Perceived in Voluntary Settings: The Influences on Volunteers’ Motivation and Organizational Commitment." SAGE Open 9, no. 3 (July 2019): 215824401987626. http://dx.doi.org/10.1177/2158244019876265.
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Building on the functional approach theory, the current study empirically examined the influences of servant leadership behaviors on volunteers’ motivations and on their organizational commitment feelings. In addition, it also examined servant leadership’s indirect influences via those motivations on volunteers’ commitment feelings. To test its hypotheses, the study used the data collected from 385 volunteers. The research has found out that the degree of perceived servant leadership behaviors affected both participants’ motivation to volunteer and their affective and normative commitments feelings toward their organizations. Furthermore, as one of the six dimensions of the motivation concept suggested by the functional approach theory, only the protective motive partially mediated the influences of perceived servant leadership behaviors on the volunteers’ normative commitment attitudes. The study discussed the possible rationales under these research findings and made some future research proposals. The study hopes that its findings, through responding to expectations of their voluntary members, help voluntary organizations to be more effective and efficient in their recruiting and sustaining efforts.
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Sendjaya, Sen, Nathan Eva, Mulyadi Robin, Lyfie Sugianto, Ivan ButarButar, and Charmine Hartel. "Leading others to go beyond the call of duty." Personnel Review 49, no. 2 (November 8, 2019): 620–35. http://dx.doi.org/10.1108/pr-08-2018-0285.
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Purpose Interest in servant leadership has grown exponentially over the past decade as evident in the surge of academic- and practitioner-oriented publications on the subject. While prior research has shown that servant leadership leads to citizenship behavior, no study has explored the ethical pathway as the underlying influence process despite the fact that servant leadership is an ethical approach to leadership. On the basis of social learning theory, the purpose of this paper is to examine psychological ethical climate as a key mediator between servant leadership and citizenship behavior. Design/methodology/approach Survey data were collected from 123 leader–follower dyads from eight high-performing firms listed on the Indonesian Stock Exchange, and analyzed using multiple regression analysis. Findings The results showed that the relationship between servant leadership and organizational citizenship behaviors (OCBs) (both for OCBI and OCBO) is mediated by psychological ethical climate. Practical implications This study demonstrates the value of using a servant leadership approach in order to foster a psychological ethical climate and increase OCBs. As such, the authors highlight the importance of a systematic approach to develop servant leaders in organizations. Originality/value This research contributes to the understanding of the ethical mechanism that explains the relationship between servant leadership and follower outcomes. Drawing on social learning theory, the findings show that servant leaders are ethical climate architects through their role modeling behaviors and interactions with followers.
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Patterson, Patricia M. "Serving for Fun and Profit: A Critique of Servant Leadership." Public Voices 5, no. 1-2 (January 12, 2017): 39. http://dx.doi.org/10.22140/pv.284.
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The servant leadership approach is worthy of examination for its potential benefits to a public administration in sore need of respite from the concerns of mere efficiency. Yet readers will find here an assertive critique of "servant leader" traits and visions. After an inquiry into the empathy often attributed to the practice of servant leadership, the essay will go on to deliver a hearty objection to the conceptual masking of hierarchies servant leadership pretends to undo. Finally, it will suggest the status of servant leadership as theology rather than theory. In the final analysis, readers will be cautioned away from seeing the "servant leader" as the personification of a useful or essential paradox. In the long run, servant leadership seems a management consulting and marketing slogan with the potential to make executives and would-be leaders feel nicer, accomplishing little else public administrators should esteem.
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Mutia, Peter Mutua, and SOLOMON MUTHAMIA. "Dichotomy of Servant Leadership and Its practicality on the African Continent." International Journal for Innovation Education and Research 4, no. 5 (May 31, 2016): 130–45. http://dx.doi.org/10.31686/ijier.vol4.iss5.545.
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To many outsiders, Africa is a continent rife with famines, droughts, militia groups, and emaciated children. As far as leadership is concerned, Africa comes across as a continent whose nations are led by incompetent and arrogant, as well as economically ineffective and politically suspicious leaders who undermine their own democracies. As if to give credence to this observation, in 2012, the Mo Ibrahim Foundation failed to award its annual leadership prize, normally reserved for extraordinary performance in delivery of human rights, integrity, transparency in office and building social cohesion by an African head of state who has left power in the last three years. This leaves one wondering whether there is any chance for the emergence of a leader who truly believes and dedicates himself to the welfare of his people. A servant leader. It is important to understand the intricate details in the servant leadership theory and compare it to other leadership theories, as such an understanding helps leaders in adopting this leadership theory. This note examines the servant leadership theory, its dimensions, the behaviors of servant leaders, the strengths in the theory, criticisms against the theory, expected outcomes and goes on to compare the theory to other theories, before consequently drawing conclusions, thus setting an agenda for future research
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Yang, Jin, Hefu Liu, and Jibao Gu. "A multi-level study of servant leadership on creativity." Leadership & Organization Development Journal 38, no. 5 (July 3, 2017): 610–29. http://dx.doi.org/10.1108/lodj-10-2015-0229.
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Purpose The purpose of this paper is to explore the influencing mechanism of servant leadership on employee and team creativity based on efficacy theory. Specifically, the study intends to develop a model of efficacy beliefs that mediates the relationships between servant leadership, employee creativity, and team creativity at different levels. The study also aims to investigate the moderating effects of team power distance on the relationships between servant leadership, creative self-efficacy, and team efficacy at both individual and team levels. Design/methodology/approach Servant leadership, employee creativity, creative self-efficacy, team creativity, team efficacy, and team power distance were assessed in an empirical study based on a sample of 466 employees and 83 team leaders from 11 banks in China. Findings From efficacy theory perspective, this paper finds that servant leadership promotes employee creative self-efficacy and team efficacy, which enables the simultaneous promotion of employee creativity and team creativity. Team power distance also moderates the relationship between servant leadership and team efficacy. Practical implications The results suggest that it is important to encourage managers to engage in servant leader behaviors, which is conductive to enhancing employees’ self-efficacy beliefs and thereby improving creative outcomes of employees. The results are also helpful for managers to enhance their understanding of the differences in cultural values in management behavior and the effects of behavior on team efficacy. Originality/value The research findings provide a significant contribution to the literature in that it shows self-efficacy as a crucial mediating mechanism through which servant leadership influences creativity at individual and team levels. Moreover, the findings support the view that power distance is an important contextual factor that affects the influencing mechanism of servant leadership on team creativity. Furthermore, this paper is one of the few studies answering the call to examine the effect of leadership at multiple levels.
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Brouns, Tim, Kai Externbrink, and Pablo Salvador Blesa Aledo. "Leadership beyond Narcissism: On the Role of Compassionate Love as Individual Antecedent of Servant Leadership." Administrative Sciences 10, no. 2 (March 26, 2020): 20. http://dx.doi.org/10.3390/admsci10020020.
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While we already know a lot about the outcomes and boundary conditions of servant leadership, there is still a need for research on its antecedents. Building on the theory of purposeful work behavior and further theorizing by van Dierendonck and Patterson (2015), we examine if leaders’ propensity for compassionate love will evoke servant leadership behavior. At the same time, we contrast compassionate love to leaders’ narcissism as psychological counterpart to compassionate love, because narcissism is not associated with leader effectiveness, but with leader emergence instead. We collected data from 170 leader-follower-dyads in a field study in Germany, while measuring leaders’ compassionate love and narcissism, and followers’ perceptions of servant leadership. We found a positive association between leaders’ compassionate love and servant leadership behavior, while narcissism was negatively associated with servant leadership. Theoretical and practical implications, as well as pathways for future research are discussed.
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Hashim, Muhammad, Muhammad Azizullah Khan, and Saqib Adnan. "Servant Leadership and Enhancement of Organizational Performance." Global Social Sciences Review IV, no. I (March 30, 2019): 117–22. http://dx.doi.org/10.31703/gssr.2019(iv-i).15.
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The Servant Leader Model is a theory that advances administration, supports trust, coordinates effort, future-arranges and utilizes moral capacity to engage others, focusing on good ethical practices. This study inspects the faculty of public and private universities in Peshawar for elements of servant leader behavior (wisdom, emotional healing and persuasive mapping) and effect on performance. Drawing on information from 95 teaching faculty members from different universities, we discovered help for the immediate impact of the all elements of servant leader behavior administration on universities performance. The findings add to servant leadership practices, in like manner to values-based administration, which conceivably may include novel literature regarding the relationship between servant leadership and performance of universities teachers. Implications form the last part of the paper.
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Iqbal, Amjad, Khawaja Fawad Latif, and Muhammad Shakil Ahmad. "Servant leadership and employee innovative behaviour: exploring psychological pathways." Leadership & Organization Development Journal 41, no. 6 (July 1, 2020): 813–27. http://dx.doi.org/10.1108/lodj-11-2019-0474.
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PurposeDrawing on social exchange theory (SET) and conservation of resource (COR) theory, the purpose of this research is to examine the relationship between servant leadership and employees' innovative behaviour and explore the neglected mediating role of psychological safety and thriving.Design/methodology/approachFollowing cross-sectional research design, data was collected from 347 employees of large size information technology (IT) companies in Pakistan. Partial least squares structural equation modeling (PLS-SEM) technique was used for data analysis.FindingsThe results reveal that servant leadership has direct and positive relationship with employees' innovative behaviour. Moreover, psychological safety and thriving partially mediate this relationship.Practical implicationsThis research reinforces the role of servant leadership in organizations striving for a high rate of innovation. Findings of this study suggest managers to practice servant leadership behaviours which enhance employees psychological resources: psychological safety and thriving and prompt them to engage in innovative behaviour.Originality/valueThis research makes novel contribution to the incipient literature by providing first empirical evidence on the simultaneous role of psychological safety and thriving in translating the influence of servant leadership on employees' innovative behaviour.
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Chinomona, Elizabeth, and Teboho Mofokeng. "Impact of leadership on organizational citizenship behaviour, organizational commitment and job performance: An application of leader- member exchange theory." Corporate Ownership and Control 14, no. 3 (2017): 309–19. http://dx.doi.org/10.22495/cocv14i3c2art5.
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The purpose of the study was to investigate the influence of servant leadership on organizational citizenship behaviour, organizational commitment and job performance from a Leader- Member Exchange (LMX) perspective. It aims at contributing new knowledge to research constituting servant leadership within the workplace. The aim of the study was to examine in essence, the impact of servant leadership on organizational citizenship behaviour and organizational commitment and the consequential outcome on employee job performance. LMX theory is the theoretical framework that forms the basis on which the study is undertaken. The problem was investigated within the SME sector of Zimbabwe. The study was quantitative by nature and adopted positivism as the research paradigm. 189 Small and Medium Enterprises (SMEs) in Zimbabwe formed the unit of analysis. The empirical testing of the study’s six hypotheses revealed that the relationships are positive and significant. This implied that servant leadership, organizational citizenship behaviour and organizational commitment have a constructive effect on employee job performance and thus SMEs in general. The study extracts the fundamental impact that servant leadership has on employee behaviour and their performance within the workplace subsequently. While quality LMX relationships are exemplified by mutual trust, respect and commitment, this virtue was employed to assess if it impels a good relationship between servant leadership and employee behaviour and the resulting job performance of employees. The implication is that the general SME sector should encourage their senior employees to embrace a servant leadership style given that it has a positive effect on employee organizational behaviour, employee commitment and job performance subsequently. This is particular important for a country like Zimbabwe that is still developing and therefore relies much on the superior performance of SMEs for sustainability.
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Zeng, Jianji, and Guangyi Xu. "How Servant Leadership Motivates Innovative Behavior: A Moderated Mediation Model." International Journal of Environmental Research and Public Health 17, no. 13 (July 2, 2020): 4753. http://dx.doi.org/10.3390/ijerph17134753.
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Drawing on social identity theory, this study examines the effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs of perceived insider status and organization-based self-esteem, and the moderating effect of leader–member exchange (LMX). This moderated mediation model was tested with two waves of data from 269 university teachers in China. Results reveal that the self-concept constructs mediate the relationship between servant leadership and university teachers’ innovative behavior. Moreover, LMX strengthens the relationship between servant leadership and the self-concept constructs, as well as the indirect effect of servant leadership on university teachers’ innovative behavior through the self-concept constructs. Findings suggest that servant leadership is related to increased innovative behavior due to its positive influence on the self-concept of university teachers and it highlights the importance of developing a favorable supervisor–subordinate relationship.
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Hai, Thanh Nguyen, and Quang Nguyen Van. "Servant Leadership Styles: A Theoretical Approach." Emerging Science Journal 5, no. 2 (April 1, 2021): 245–56. http://dx.doi.org/10.28991/esj-2021-01273.
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The main objective of the article is to examine the leadership style through a number of analyses, evaluations and researches from available sources, in order to discover suggested facts related to leadership activities through the prisms of servant leadership theory. So far, many leadership theories have been developed, proposing different leadership styles. One of the most discussed leadership styles is the servant leadership, which implies that a person must be human first, leader second. Every leader must whole heartedly serves an organization to which he/she belongs. This is both an honor and a great responsibility for the leader. The main methods used in the article are analysis, synthesis, evaluation based on literature review. The article aims to point out the outstanding strengths of the servant leadership style that a leader needs. The article focuses on specifying the strengths in servant leadership that leaders need in the current context of ever changing world, and hence, proposes guidelines for leaders to learn and practice so that they can better serve their public organizations. Doi: 10.28991/esj-2021-01273 Full Text: PDF
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Yang, Jin, Cuiping Ma, Jibao Gu, and Hefu Liu. "Linking servant leadership to employee creativity." Chinese Management Studies 14, no. 1 (November 21, 2019): 215–33. http://dx.doi.org/10.1108/cms-08-2018-0640.
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Purpose This paper aims to put forth a model that accounts for the effect of servant leadership on employee creativity from a social identity perspective. Specifically, this paper aims to examine team identification as the mediating mechanism by which servant leadership influence employee creativity. This paper also intends to investigate the moderating influences of horizontal and vertical collectivism on the effectiveness of servant leadership on follower team identification. Design/methodology/approach Servant leadership, team identification, collectivism (consisted of horizontal and vertical collectivism) and employee creativity were assessed in an empirical study based on a sample of 451 employees from 11 banks in China. Findings Drawing on social identity theory, this study found that follower team identification partially mediates the relationship between servant leadership and employee creativity. In addition, results showed that horizontal collectivism moderates the relationship between servant leadership and follower team identification; the relationship was more positive when horizontal collectivism was high, rather than low; vertical collectivism also moderates the relationship between servant leadership and follower team identification; the relationship was more positive when vertical collectivism was low, rather than high. However, results of this study indicated that the moderated mediation effects of team identification on the relationship between servant leadership and employee creativity are nonsignificant. Practical implications First, this research affirmed the need to promote servant leadership in employment settings. Second, managers’ understandings of the instrumental role of servant leadership in showing interpersonal acceptance, offering encouragement and support and expressing trust would prove to be valuable because it could enhance employee creativity. Finally, the findings from this study should help managers gain a better understanding of the contextual factors. Originality/value The first contribution of the current study was to identify team identification as an important psychological process that can link servant leadership to employee creativity. Another important contribution of the current research was the identification of the boundary conditions (e.g. horizontal and vertical collectivism).
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Lo, Patrick, Bradley Allard, Na Wang, and Dickson K. W. Chiu. "Servant leadership theory in practice: North America’s leading public libraries." Journal of Librarianship and Information Science 52, no. 1 (September 10, 2018): 249–70. http://dx.doi.org/10.1177/0961000618792387.
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This study aims to understand the current North American public library directors’ views and perceptions of successful library leadership in the 21st century. It was carried out based around a series of semi-structured interviews with 10 top-level directors of public libraries in the United States and Canada, which were published in the book World’s Leading National, Public, Monastery and Royal Library Directors: Leadership, Management: Future of Libraries. The data collection method for this study consisted of narrative analysis of the 10 interviews utilizing Robert Greenleaf’s servant leadership theory, which highlights the leader’s desire to serve others first and foremost. With the current trends of increased globalization, digitization, and cultural diversity, among others, public libraries need to have leadership focused on creating shared-power environments encouraging collaboration. Analysis of these interviews showed that many of the directors’ responses were quite similar to the concepts discussed in servant leadership. The library directors, through their leadership philosophies, benefited in boosting team cohesion, fostering collaboration, increasing creativity, and promoting morality-centered self-reflection amongst leaders, thereby helping their libraries gain and maintain competitive advantage, and improving the overall ethical culture of their organizations. The results of this study would be of interest to library professionals interested in management as well as LIS students who want to understand how library directors view successful traits of library leadership.
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Dutta, Sumedha, and Puja Khatri. "Servant leadership and positive organizational behaviour: the road ahead to reduce employees’ turnover intentions." On the Horizon 25, no. 1 (February 13, 2017): 60–82. http://dx.doi.org/10.1108/oth-06-2016-0029.
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Purpose Over time, interest in servant leadership has increased manifold both in academic research and the popular press. These rampant developments have set the stage for addressing the worthiness of servant leadership’s theory. Empirical studies undertaken by numerous scholars (Farling et al., 1999; Bass, 2000; Page and Wong, 2000; Russell and Stone, 2002; Sendjaya and Serros, 2002; Dennis and Winston, 2003; Smith et al., 2004; Stone et al., 2004; Dennis and Bocarnea, 2005; Humphreys, 2005) have surfaced significant findings supporting relevance of servant leadership in organizational context; however, an absence of universal definition and its measures impinges on this concept. Noticeably missing from research attention has been the effect of servant leadership in promoting positive organizational behaviour among organizational employees. Thus, this paper aims to explore the available literature on servant leadership with a view to establish a servant leader’s role in instilling and facilitating positive organizational behaviour in the workplace. Moreover, the purpose is also to determine whether the positive organizational behaviour inculcated among the employees through a servant leader helps in reducing their turnover intentions. Design/methodology/approach Using different keywords, relevant research papers on Google Scholar were selected. Also, several online databases like Emerald Management, Elseiver, EBSCO Host, etc., were accessed for conducting this exploratory study. Findings To examine the various convergent and divergent dimensions of the major constructs, numerous definitions and scholarly work of renowned practitioners have been collated through an extensive literature review. To put forth a comprehensive picture encompassing the noteworthy findings of the studies pertaining to the major construct, a tabular representation has been made. Originality/value This is the first study wherein the linkage about servant leadership and positive organizational behaviour in organizational context has been talked about. The paper carries value as the literature pertaining to servant leadership in published domain is still in its nascent stage. The repertoire of literature, presented here, will provide a clear direction to the future researchers who wish to pursue their study in this area.
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McCune Stein, Aaron, and Yan Ai Min. "The dynamic interaction between high-commitment HRM and servant leadership." Management Research Review 42, no. 10 (October 21, 2019): 1169–86. http://dx.doi.org/10.1108/mrr-02-2018-0083.
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Purpose Based on social exchange theory and the substitutes for leadership theory, this paper aims to investigate whether an organization’s high-commitment HRM strategy can substitute for the effect of servant leadership in promoting employees’ affective commitment, psychological empowerment and intent to remain with the organization. Design/methodology/approach This study’s hypotheses were tested with moderation and mediation analyses conducted on a sample of 172 Chinese employees. Findings The results show significant negative interaction effects between high-commitment HRM systems and servant leadership, such that high levels of one will reduce the positive effect of the other on affective commitment and psychological empowerment. Further, the effects of high-commitment HRM systems and servant leadership on turnover intentions are mediated through affective commitment and psychological empowerment. Finally, support was found for a mediated moderation model where the negative interaction effect between high-commitment HRM systems and servant leadership on turnover intentions is mediated through affective commitment. Practical implications The results of this study can help practitioners identify alternative means to influence employees’ positive attitudes and work motivation when implementing high-commitment HRM systems is not feasible for the organization. Originality/value This study contributes to the leadership literature by providing evidence supporting the substitutes for leadership theory and describing the specific conditions under which this theory is valid, as well as contributing to the HRM literature by examining the dynamic interaction of HRM and leadership.
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Huning, Tobias M., Kevin J. Hurt, and Rachel E. Frieder. "The effect of servant leadership, perceived organizational support, job satisfaction and job embeddedness on turnover intentions." Evidence-based HRM: a Global Forum for Empirical Scholarship 8, no. 2 (April 3, 2020): 177–94. http://dx.doi.org/10.1108/ebhrm-06-2019-0049.
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PurposeThe purpose of this study is to provide insights into the effect of servant leadership on turnover intentions. The authors investigate the mediating effects of perceived organizational support (POS), job embeddedness and job satisfaction on the relationship between servant leadership and turnover intentions. In doing so, the authors seek to make the following contributions. First, the authors seek to provide additional empirical evidence for servant leadership as an effective organizational theory. Additionally, the authors seek to establish POS, embeddedness and job satisfaction as underlying mechanisms that transmit the positive effects of servant leadership.Design/methodology/approachThe data were collected from a paper and pencil survey questionnaire provided to employees of different organizations in a metropolitan area in the southeastern United States. The sample consisted of 150 participants; complete (listwise) data were available for 115 participants.FindingsThe study shows that POS and embeddedness are mediating mechanisms through which servant leadership is related to employee turnover intentions. The authors found POS and job embeddedness to be significant mediating constructs which help explain the nature of the relationship between servant leadership and turnover intentions.Originality/valueBy investigating these constructs in the present framework, we help to provide answers to the questions of how and why servant leadership affects employee outcomes. These answers are an important step towards more fully understanding the complex ways by which followers respond to servant leadership.
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Huang, Jun, Weiwen Li, Canhua Qiu, Frederick Hong-kit Yim, and Junbao Wan. "The impact of CEO servant leadership on firm performance in the hospitality industry." International Journal of Contemporary Hospitality Management 28, no. 5 (May 9, 2016): 945–68. http://dx.doi.org/10.1108/ijchm-08-2014-0388.
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Purpose The purpose of this paper is to draw on the theory of servant leadership to examine the influence of chief executive officer (CEO) servant leadership on firm performance in the hospitality industry. It examined the mediating role of the service climate and the moderating role of competitive intensity in the relationship between CEO servant leadership and firm performance. Design/methodology/approach Multiple regression was used to analyze multi-wave, multi-source data from 92 hotels in China. A moderated path analysis was used to test the moderating effects. Findings CEO servant leadership positively influenced firm performance via the service climate in the hospitality industry. Competitive intensity strengthened the direct effect of the service climate on firm performance, and the indirect effect of CEO servant leadership on firm performance via service climate. Research limitations/implications The findings offer managerial insights into CEO succession, service management and human resource management. Originality/value This is one of the first studies to investigate how and when CEO servant leadership might shape firm outcomes in the hospitality industry. Theoretically, the findings enrich our understanding of how CEO leadership might shape firm-level outcomes.
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MAREK, Agnieszka. "Talent management in the light of servant leadership theory." Nowoczesne Systemy Zarządzania 13, no. 1 (March 26, 2018): 27–37. http://dx.doi.org/10.37055/nsz/129519.
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W dobie gospodarki opartej na wiedzy przewaga konkurencyjna przedsiębiorstw budowana jest przede wszystkim w oparciu o pracowników. Rosnąca mobilność, ustawiczne zmiany w gospodarce oraz brak odpowiednio wykwalifikowanych osób na rynku pracy skutkują zaostrzającą się „wojną o talenty”. Świadomi swoich zdolności pracownicy nie zadowalają się zachętami materialnymi, ale szukają miejsca pracy, w którym będą mieli zapewnione odpowiednie warunki do rozwoju, a zadania będą wymagać kreatywności i współpracy z ludźmi podzielającymi ich zainteresowania. Celem artykułu jest przedstawienie charakterystyki zarządzania talentami w organizacji stosującej koncepcję przywództwa służebnego. Na podstawie analizy literatury przedmiotu można stwierdzić, że największą spójność z założeniami przywództwa służebnego wykazuje inkluzywne zarządzanie talentami skierowane na rozwój pracowników. Kluczowe w tym podejściu jest dopasowanie pracowników utalentowanych do rzeczywistości organizacyjnej, budowanie silnych więzi pomiędzy przywódcą służebnym i jego współpracownikami oraz indywidualne zaplanowanie rozwoju każdego członka organizacji pod kątem jego potrzeb i ambicji.
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Veres, Jennifer Chelsea, Nathan Eva, and Andrew Cavanagh. "“Dark” student volunteers: commitment, motivation, and leadership." Personnel Review 49, no. 5 (December 6, 2019): 1176–93. http://dx.doi.org/10.1108/pr-02-2019-0085.
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Purpose Drawing from the cognitive evaluation theory, the purpose of this paper is to explore the relationship between student volunteers’ narcissism, Machiavellianism and psychopathy, and commitment to university volunteer programmes through the mediating mechanisms of self-orientation and pro-social motivation. Further, it investigates the roll of servant leadership in mitigating these personality types and encouraging student volunteers to become more pro-socially motivated. Design/methodology/approach The study uses data collected via questionnaire from 156 student volunteers across Australia. Hypothesis testing was conducted using ordinary least squares regression with the path-analytic conditional process modelling (PROCESS) macro for SPSS. Findings The study’s analysis indicated that self-orientated motivation mediated the relationship between narcissism and normative commitment, and pro-social motivation mediated the relationship between both Machiavellianism and psychopathy, and affective commitment. Further, servant leadership was found to moderate the relationship between both Machiavellianism and psychopathy, and pro-social motivation, such that the negative relationship became weaker under a servant leader. These findings suggest that servant leaders play a significant role in encouraging “dark” personalities to see the light. Originality/value This research is the first to examine the use of the Dark Triad in a student volunteering context. It extends the cognitive evaluation theory by revealing that extrinsic (in contrast to intrinsic) motivations are “crowded out” as intrinsic (in contrast to extrinsic) motivations develop within individuals. The study also refines the social learning theory, by examining the influences of “positive” leadership attributes (servant leadership) on “darker” (Dark Triad) personalities.
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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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Nichols, Thomas, Trisha D. Anderson, and Rod Erakovich. "Servant and transformational leadership: a supply chain management perspective." Journal of Management and Science 10, no. 2 (June 30, 2020): 38–49. http://dx.doi.org/10.26524/jms.2020.2.8.
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We examine the association between leadership style (transformational and servant) and the type of supply chain (efficient or responsive) and the impact of employee engagement on customer satisfaction. We propose a model for examining the influence of transformational and servant leadership on the efficient and responsive type supply chains. We present 7 propositions and present a novel view of leadership by viewing it through the lens of contextual leadership theory in which the context is defined by the type of supply chain, effective or responsive. While both transformational and servant leadership are viewed as positive, even normative, forms of leadership, we have found that the efficacy of each type of leadership can be influenced by the context in which they operate and especially in supply chain environments.
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Yang, Fu, Jing Qian, and Jun Liu. "Priming employees’ promotion focus." Management Decision 56, no. 11 (November 12, 2018): 2308–24. http://dx.doi.org/10.1108/md-11-2016-0809.
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PurposeThe purpose of this paper is to examine the relationship between servant leadership and customer service behaviors by probing the mediating role of promotion focus and the moderating role of internal locus of control.Design/methodology/approachThe authors hypothesized an indirect relationship between servant leadership and customer service behaviors through promotion focus. Also, the authors predicted that the positive relationship between servant leadership and promotion focus would be stronger for employees with low internal locus of control. The authors tested the theoretical model with data gathered across two phases over three months from 280 supervisor-subordinate dyads.FindingsResults indicated that servant leadership was positively related to customer service behaviors via promotion focus. Results also showed that internal locus of control moderated the relationship between servant leadership and promotion focus, such that the relationship was stronger for employees low on internal locus of control. Furthermore, this moderated mediated model was supported. As predicted, the indirect effect was stronger when internal locus of control was low.Research limitations/implicationsThis study extends the regulatory focus theory to the service context to investigate how and when servant leadership enhances customer service behaviors. The authors suggested promotion focus as a key mediating mechanism and revealed internal locus of control as a boundary condition for the effectiveness of servant leadership.Originality/valueThis study highlights the importance role of promotion focus in fostering customer service behaviors and provides novel theoretical insight regarding when servant leadership enhances customer service behaviors.
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Wang, Zhen, Haoying Xu, and Yukun Liu. "Servant leadership as a driver of employee service performance: Test of a trickle-down model and its boundary conditions." Human Relations 71, no. 9 (November 28, 2017): 1179–203. http://dx.doi.org/10.1177/0018726717738320.
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Previous research has demonstrated the role of servant leadership, a leadership style emphasizing serving others, in promoting frontline employees’ service performance. It is unclear, however, how servant leadership by leaders at different organizational levels would exert such an influence. Integrating insights from both social learning theory and the trickle-down paradigm of leadership, we develop a cross-level model in which we argue that servant leadership by high-level managers could cascade downward through the organizational hierarchy to influence frontline employees’ service performance and that this trickle-down effect is contingent on the extent to which subordinates identify their leaders as embodying the organization. Using a matched sample of 92 supervisors and 568 frontline employees across 92 sub-branches of a large banking company, we found that servant leadership by high-level managers could indeed promote employees’ in-role and extra-role service performance through its effect on low-level supervisors’ servant leadership. We also found that this trickle-down effect was stronger when high-level managers and low-level supervisors were perceived by their subordinates as more fully embodying the organization. Implications, limitations and future directions are discussed.
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Yuan, Mengru, Wenjing Cai, Xiaopei Gao, and Jingtao Fu. "How Servant Leadership Leads to Employees’ Customer-Oriented Behavior in the Service Industry? A Dual-Mechanism Model." International Journal of Environmental Research and Public Health 17, no. 7 (March 29, 2020): 2296. http://dx.doi.org/10.3390/ijerph17072296.
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Although servant leadership has been acknowledged as an important predictor of employees’ behavioral outcomes in the service industry, there is still no cohesive understanding of the positive association between servant leadership and employees’ customer-oriented behavior (COB). This research, drawing on cognitive affective processing system theory (CAPS), empirically investigates the influence of servant leadership on employees’ COB by exploring two mediators (i.e., organizational identification and vitality). We conducted two studies in China, using a cross-sectional design to survey employees in service-oriented technical organizations (Study 1) and a time-lagged design to survey hospitality employees with frontline service jobs in star-level hotels (Study 2). Across both samples, we found that servant leadership enhanced employees’ COB by simultaneously increasing their organizational identification and vitality. We discuss the implications of these results for future research and practice.
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Sawan, Fransiskus, Suryadi Suryadi, and Nurhattati Nurhattati. "Servant Leadership: Antecedent Factors, Impact, and Education Theories Used as Researcher's Perspective." International Journal of Higher Education 9, no. 5 (July 3, 2020): 60. http://dx.doi.org/10.5430/ijhe.v9n5p60.
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A comprehensive understanding of the antecedent factors, and the impact of servant leadership and also about the education theories used as a perspective are so essential for leaders and researchers. However, there is not enough information about it. This paper was made to fill this gap by using the literature review approach. It was done to 71 Scopus indexed articles, which were published in the 2015 – 2020. There are several results of the review, those are: (1) servant leadership is influenced by the emotional intelligence, self-efficacy, motivation to serve, non-calculative as one dimension of motivation-to-lead, and mindfulness; (2) servant leadership have an impact on 38 dependent variables in individual level and 16 dependent variables in the organizational level both directly and indirectly; (3) there are 31 theories, which are used as a researcher's perspective, and two between them, which are mostly used are the social exchange theory and social learning theory. The result of this research gives contribution, which enriches the theoretical scope of servant leadership. This academic contribution is for sure will be so beneficial for leaders who commit to developing the best potential owned by their staff for a better organization. The result of this research will also be essential for future researchers because it shows a state of the art and research gap about servant leadership.
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Hartnell, Chad A., Elizabeth P. Karam, Angelo J. Kinicki, and Nikolaos Dimotakis. "Does Servant Leadership’s People Focus Facilitate or Constrain Its Positive Impact on Performance? An Examination of Servant Leadership’s Direct, Indirect, and Total Effects on Branch Financial Performance." Group & Organization Management 45, no. 4 (January 29, 2020): 479–513. http://dx.doi.org/10.1177/1059601120901619.
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Servant leadership’s positive effects for employees and the organization are well-documented, but servant leadership theory postulates that servant leaders prioritize people more than production. This untested supposition raises questions about whether servant leadership’s emphasis on employee support relative to goal achievement has negative consequences for a unit’s financial performance through group organizational citizenship behavior (OCB) that constrain servant leadership’s positive effect on unit performance. The resource allocation framework applied to OCBs suggests that trade-offs exist between OCBs and financial performance because both behaviors impose demands on employees’ limited time. In addition, a work group’s social norms may exert subtle forms of pressure on group members to increase their helping behaviors. This pressure may incur process loss that negatively affects financial performance. Data consisting of 546 employees from 103 bank branches within a large Midwestern community bank support servant leadership’s positive direct effect on branch financial performance; its stronger relationship with support climate than goal achievement climate; and its negative indirect effect on branch financial performance through support climate and branch OCBs that weakened servant leadership’s total positive effect on branch financial performance. Goal achievement climate was not significantly associated with branch OCBs. Theoretical and practical implications are discussed.
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Sindu Prawira, Ir. "WHY IS THE INFLUENCE OF SERVANT LEADERSHIP ON ORGANIZATIONAL READINESS FOR CHANGE INSIGNIFICANT? THE MEDIATING ROLE OF WORKPLACE SPIRITUALITY." International Journal of Advanced Research 9, no. 4 (April 30, 2021): 923–34. http://dx.doi.org/10.21474/ijar01/12785.
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The COVID-19 pandemic has exponentially accelerated the rate of change. Organizational readiness for change has become the mandatory requirement for most organizations to survive in this highly disrupted era. The purpose of this research is to investigate the influence of servant leadership and the mediating role of workplace spirituality on organizational readiness for change. Offices within a private university in Indonesia were used as the population for this research. 80 respondents from 40 offices participated in this research by filling online questionnaires. The data were analyzed using Partial Least Square–Structural Equation Modelling software. The results show that servant leadership does not influence organizational readiness for change directly butis fully mediated through workplace spirituality. This paper contributes to the organizational change theory by providing insight into what aspect of servant leadership may be lacking for an extreme organizational change process. It is the first study that validates the role of workplace spirituality as the mediator of the relationship between servant leadership and organizational readiness for change.
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Yang, Chun, Wensong Zhang, Shaoxue Wu, Daisy Mui Hung Kee, Pan Liu, and Hui Deng. "Influence of chief executive officer servant leadership on middle managers' voice behavior." Social Behavior and Personality: an international journal 49, no. 5 (May 5, 2021): 1–13. http://dx.doi.org/10.2224/sbp.9945.
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On the basis of social learning theory, we explored the mechanism through which chief executive officers' use of the servant leadership style affects middle managers' voice behavior. We analyzed data obtained from a sample of managers of firms in the energy industry in China. We found that chief executive officers' servant leadership had a positive influence on organizational collective promotion focus through its effects on top management team servant leadership. Further, organizational collective promotion focus was positively correlated with middle managers' voice behavior through the mediator of middle managers' promotion focus. Finally, a promotion focus motivated middle managers to speak out more often in their organizations. Theoretical and managerial implications are discussed.
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Liu, Pingqing, and Junxi Shi. "Transmission of Service from Leader to Followers: A Parallel Multiple Mediator Model." Social Behavior and Personality: an international journal 46, no. 5 (May 1, 2018): 769–82. http://dx.doi.org/10.2224/sbp.6653.
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We applied social learning theory and social exchange theory to examine a parallel multiple mediator model of how perceived servant leadership affects employee service performance. Data collected from 404 supervisor–subordinate dyads revealed that service climate (environmental factor) and the leader–member relationship (psychological factor) played a parallel mediation role in the relationship between servant leadership and employee service performance. Our findings expand both research on service objects and perspectives on service industries, and provide a new opportunity to clarify the essence of service behavior. The implications of these results and study limitations are discussed.
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Song, Chanhoo, and Chul Ho Lee. "The effect of service workers' proactive personality on their psychological withdrawal behaviors: a moderating effect of servant leadership." Leadership & Organization Development Journal 41, no. 5 (June 19, 2020): 653–67. http://dx.doi.org/10.1108/lodj-04-2019-0149.
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PurposeA worker with a proactive personality actively pursues changes in the environment instead of maintaining the status quo, leading to an expected result of a negative relationship between proactive personality and psychological withdrawal behaviors. The authors propose that based on the trait activation theory (TAT), this negative relationship is moderated by servant leadership.Design/methodology/approachEmpirical data collected from subway station workers in three metropolitan cities in South Korea supported all the hypothesized relationships. Even though the workers are not public servants, the subway companies are owned by three metropolitan cities. With reliability and validity tests for the measurements, the authors performed an ordinary least square (OLS) hierarchical multiple regression analysis for hypotheses testing.FindingsA multilevel analysis showed that the higher a worker's proactive personality is, the less likely it is that he/she shows withdrawal behaviors at work and that the negative relationship between the two is stronger under servant leadership. An organization pursuing maximization of its members' proactive personality may find an advantage in servant leadership.Research limitations/implicationsFirst, the data was collected from three metropolitan city-owned companies, which may have different work attitudes and behaviors. Second, the authors hypothesized and found a negative relationship between the predictor and the dependent variable. To apply TAT more appropriately, the dependent variable could have been a positive work behavior showing a positive relationship between the predictor and the dependent variable.Originality/valueThe results of this study have both theoretical and empirical implications. In terms of theoretical implication, the study rather indirectly supports TAT. While Greenbaum et al. (2017) demonstrated the triggering effect of abusive supervision on employees' Machiavellianism, which leads to unethical behaviors, this study showed a stronger negative relationship between proactive personality and psychological withdrawal behaviors. This study provided empirical evidence showing servant leadership's role in lowering negative behaviors. This study's findings suggest how an organization could maximize the benefits of members' proactive personality under high servant leadership.
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Lumpkin, Angela, and Rebecca M. Achen. "Explicating the Synergies of Self-Determination Theory, Ethical Leadership, Servant Leadership, and Emotional Intelligence." Journal of Leadership Studies 12, no. 1 (May 22, 2018): 6–20. http://dx.doi.org/10.1002/jls.21554.
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Yang, Rui, Ying Ming, Jianhong Ma, and Rongmian Huo. "How do servant leaders promote engagement? A bottom-up perspective of job crafting." Social Behavior and Personality: an international journal 45, no. 11 (December 2, 2017): 1815–27. http://dx.doi.org/10.2224/sbp.6704.
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We drew on the literature addressing servant leadership and job crafting, self-determination theory, and the job demands–resources model, and hypothesized that employees who are supported by servant leadership would craft their own jobs to stay engaged and perform well. Chinese employees (N = 544) working in various organizations participated in a survey. We found that servant leadership, as evaluated by employees, predicted work engagement and that job crafting played a partial mediating role in this relationship. Results of structural equation modeling offered strong support for the proposed model. Specifically, empowering promoted employees' absorption through task crafting, and emotional healing promoted employees' vigor through relational crafting. Our findings enrich the literature on positive organizational behavior and will help with identifying practical considerations around promoting work engagement.
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Alazzani, Abdulsamad, Yaseen Aljanadi, and Obeid Shreim. "The impact of existence of royal family directors on corporate social responsibility reporting: a servant leadership perspective." Social Responsibility Journal 15, no. 1 (February 4, 2019): 120–36. http://dx.doi.org/10.1108/srj-07-2017-0138.
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PurposeDrawing on servant leadership theory, this study aims to investigate whether the presence of royal family members on boards of directors impacts corporate social responsibility (CSR) reporting.Design/methodology/approachCSR scores from a Bloomberg database are used and royal family data are collected from annual reports. The required analyses to test the hypotheses of this study have been performed.FindingsThe findings demonstrate a positive relationship between the presence of royal family directors and CSR reporting.Originality/valueThis study seeks to contribute to the literature on servant leadership theory and CSR by highlighting the impact of royal family directors on CSR reporting. This study may also contribute to an understanding of royal family leadership as a predictor of CSR reporting.
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Chon, Kaye Kye-Sung, and Judit Zoltan. "Role of servant leadership in contemporary hospitality." International Journal of Contemporary Hospitality Management 31, no. 8 (August 12, 2019): 3371–94. http://dx.doi.org/10.1108/ijchm-11-2018-0935.
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Purpose This study aims to determine the possible role of servant leadership (SL) in meliorating critical issues in the contemporary hospitality industry by synthesizing literature on SL, examining benefits and deriving future research propositions. Design/methodology/approach A systematic literature review of SL in hospitality was conducted to analyze, categorize and synthesize the state of research. A nomological framework of SL in hospitality was created, and research gaps were identified. Future directions and propositions were derived to investigate the antecedents of SL by applying the person-situation theoretical approach, and second, to address contemporary challenges in the industry. Findings SL theory in hospitality is examined across various themes with focus on outcome effects related to firm performance, and across different cultures, with observed dominance in Asia. All analyses demonstrate the positive effects on employers and firms and thus confirm the relevance of adopting SL in hospitality. A notable gap in hospitality research is the lack of empirical investigation of SL antecedents. Such an investigation is crucial in promoting related behaviors. Practical implications This study identifies the benefits of SL, especially in addressing contemporary issues, such as sustainability, talent shortage, competition, growing demand for experience and retention of hospitality graduates. Recommendations are elaborated for hospitality educators and industry managers to revise leadership practices. Originality/value This study is the first to review SL in hospitality and determine its role in ameliorating critical issues in the field.
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Ogunsola, Kazeem Olanrewaju, Shuaimi Mhd Sarif, and Rodrique Ancelot Fonatine. "Islamic Performance Instrument (IPI): An Alternative Servant Leadership (SL) tool for Sustainable Development Goals (SDGs)." International Journal of Islamic Business Ethics 5, no. 1 (March 31, 2020): 1. http://dx.doi.org/10.30659/ijibe.5.1.1-20.
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In the search for measures to keep the society sustained, a qualitative study was conducted to explore a Tawhidic Paradigm (TP) alternative for servant leaders, building upon Greenleaf servant leadership (SL) theory. The aim is to ground an Islamic Performance Instrument (IPI) favourable to sustainable development (SD). Adopting Charmaz's (2006) constructivist Grounded Theory Method (GTM), 5 Muslim managers were identified and interviewed through purposive sampling. The coding process produced an IPI-5es principles (expertise, ethereal, emotional, ethical and empowering) essentially required by servant leaders to transform SDGs around the globe. The Islamic constructs of �Aqidah (Creed), Khalifa (Vicegerent) and �Adl (Justice) were critical in grounding these principles. Theoretically, the research outcome contributes to� body of knowledge on Tawhidic Paradigm (TP) and Islamic Servant Leadership (ISL). This paper projects leaders forming polices that synchronizes meeting SDGs with spiritual responsibilities. Practically, it offers leaders the ideal purpose of SL: servitude to the Creator � (Allah) and, also to humanity (fulfilling SDGs), as against the conventional SL theory which excludes the former. By implication, TP projects service to humanity (SDGs) as acts of worship (Ibadah). The paper was limited by fewer GTM research on Islamic SL principles for SDGs. Future study may conduct a time series analysis on servant leaders imbued with IPI-5es principles to determine SDGs success rate. The paper offers a pioneer model (IPI-5es principles) that extends conventional SL theory for SD.
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Lamprinou, Vicky Dimitra Ioanna, Konstantinos Tasoulis, and Foteini Kravariti. "The impact of servant leadership and perceived organisational and supervisor support on job burnout and work–life balance in the era of teleworking and COVID-19." Leadership & Organization Development Journal 42, no. 7 (July 30, 2021): 1071–88. http://dx.doi.org/10.1108/lodj-12-2020-0526.
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PurposeDrawing on organisational support theory, this paper aims to investigate the relationships between servant leadership and (1) job burnout and (2) work–life balance, as mediated by perceived organisational support (POS) and perceived supervisor support (PSS), for both teleworkers and non-teleworkers. It is postulated that, under the influence of a servant leader, as well as a supportive workplace and supervisor, teleworkers and non-teleworkers will demonstrate reduced symptoms of job burnout and maintain a better balance between their professional and personal lives.Design/methodology/approachAn online survey was developed based on well-established scales. Primary data were collected from individuals working in 22 industrial sectors operating in Greece. In total, 211 individuals participated in this study, of whom 64 were teleworkers and 147 were non-teleworkers. Statistical analyses include Pearson's correlations, exploratory factor analyses and mediation analyses using SPSS Process Version 3.FindingsThe findings established that POS is the full mediator in the relationship between servant leadership and (1) job burnout and (2) work–life balance for both teleworkers and non-teleworkers, whereas PSS was not found to act as a mediator in the aforementioned associations.Originality/valueThis article offers robust evidence for servant leadership and organisational support scholarship by establishing that POS mediates the relationship between servant leadership and (1) job burnout and (2) work–life balance amidst COVID-19 for both teleworkers and non-teleworkers. This evidence contributes to understanding how and why servant leadership influences employee well-being not only in traditional working environments but also in the context of teleworking.
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Parris, Denise Linda, and Jon Welty Peachey. "A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts." Journal of Business Ethics 113, no. 3 (April 22, 2012): 377–93. http://dx.doi.org/10.1007/s10551-012-1322-6.
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Sims, Cynthia M. "The Diversity Intelligent Servant Leader: Developing Leaders to Meet the Needs of a Diverse Workforce." Advances in Developing Human Resources 20, no. 3 (June 9, 2018): 313–30. http://dx.doi.org/10.1177/1523422318778009.
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The Problem The ability of organizations to realize diversity remains problematic. To meet the needs of the modern workforce, new diversity and leadership approaches are required. The Solution Diversity intelligence, a promising new human resource development (HRD) tool, leads to enhanced inclusion and equitable treatment in the workplace. Several propositions herein advance that diversity intelligence is an antecedent to the compassionate love servant leadership model. The author describes the potential value diversity intelligent servant leaders provide to society, organizations, leaders, and especially employees with protected class status. This article addresses the implications of the propositions to theory and explores the intersection of servant leadership and diversity and inclusion research streams, practice describes how organizations and HRD professionals can benefit from and implement these arguments, and social impact discusses the benefits society can accrue when all organizational members are engaged, productive and valued. The Stakeholders This article benefits organizations, leaders, employees, and HRD professionals as well as leadership and diversity and inclusion scholars and practitioners.