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Notwithstanding the proliferation of servant leadership studies with over 100 articles published in the last four years alone, a lack of coherence and clarity around the construct has impeded its theory development. We provide an integrative and comprehensive review of the 285 articles on servant leadership spanning 20 years (1998–2018), and in so...
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Citations
... Servant leadership represents the instinct to prioritize others' needs which means it is all about others' orientation (Eva et al., 2019). Servant leaders develop and empower their followers into what they can become by expressing integrity, humility, personal acceptance, stewardship, and authenticity in return they are more engaged (Canavesi & Minelli, 2022;Schowalter & Volmer, 2023). ...
... Despite extensive research on leadership styles, the specific relationship between servant leadership and employee readiness for change, mediated by facades of conformity, has not been adequately explored. Furthermore, the role of proactive personality as a moderator between servant leadership and other outcome variables (Eva et al., 2019;Rodríguez-Carvajal et al., 2019) is recognized in earlier research but its role in the relationship with facades of conformity is yet to be studied. ...
... The fundamental motivation for leadership in this style is a desire to serve. The leader who chooses a serving role intends to provide the resources others need to achieve a defined goal (Eva et al., 2019). Servant leadership is regarded as one of the valid theories for organizational leadership, with calls for its application in various sectors. ...
This article aims to examine how the conservation of resources theory contributes to a better comprehension of the relationships among servant leadership, facades of conformity, and employee readiness for change. The study further investigates the moderating role of proactive personality in these relationships. Using a sample of 247 employees from different public and private sector organizations, our findings suggest that servant leadership is significantly related to employee readiness to change in a positive direction. The results further highlighted that servant leadership also had a positive indirect relationship with employee readiness to change through the facades of conformity. Nevertheless, interestingly proactive personality does not moderate the relationship in our mediated model. However, our findings can contribute to the existing literature by unveiling conditions under which servant leaders might inadvertently create facades of conformity, that in turn influence the individual change initiative.
... However, despite the burgeoning interest in this benevolent leadership style, significant research gaps persist. First, limited attention has been paid to servant leadership's effects on employee mental health, particularly depression (Eva et al., 2019). Our study addresses this by examining the impact of servant leadership on employee depression, extending the servant leadership paradigm to mental health outcomes. ...
... Servant leadership, a concept first introduced by Greenleaf (1977), centers around the leader's role as a servant, prioritizing the needs and development of followers. This leadership style is fundamentally altruistic, emphasizing values such as empathy, listening, healing, awareness, persuasion, conceptualization, stewardship, commitment to the growth of people, and community building (Eva et al., 2019;Hoch et al., 2018;Hu & Liden, 2011;Meuser & Smallfield, 2023;Mostafa et al., 2023;Ruiz-Palomino et al., 2023;Usman et al., 2024;Van Dierendonck, 2011;Walumbwa et al., 2010;Zada et al., 2022). The theoretical underpinning of servant leadership suggests that by focusing on the growth and well-being of employees, leaders can create a supportive and nurturing work environment that mitigates factors contributing to employee stress and, by extension, depression (Eva et al., 2019;Heine et al., 2023;Li et al., 2023). ...
... This leadership style is fundamentally altruistic, emphasizing values such as empathy, listening, healing, awareness, persuasion, conceptualization, stewardship, commitment to the growth of people, and community building (Eva et al., 2019;Hoch et al., 2018;Hu & Liden, 2011;Meuser & Smallfield, 2023;Mostafa et al., 2023;Ruiz-Palomino et al., 2023;Usman et al., 2024;Van Dierendonck, 2011;Walumbwa et al., 2010;Zada et al., 2022). The theoretical underpinning of servant leadership suggests that by focusing on the growth and well-being of employees, leaders can create a supportive and nurturing work environment that mitigates factors contributing to employee stress and, by extension, depression (Eva et al., 2019;Heine et al., 2023;Li et al., 2023). ...
This study investigates the nuanced interplay between servant leadership, authentic leadership, job stress, and employee depression within South Korean corporations, employing a three-wave time-lagged research design. A stratified random sample of 206 employees participated across three temporal phases, providing insights into the dynamics of leadership and employee well-being. The research utilized validated scales to measure servant leadership, authentic leadership, job stress, and depression, ensuring methodological rigor and the reliability of findings. The study’s results underscore the mediating role of job stress in the relationship between servant leadership and employee depression, highlighting that the influence of servant leadership on reducing depression operates significantly through its impact on diminishing job stress. Furthermore, the analysis reveals that authentic leadership moderates the relationship between servant leadership and job stress, amplifying the decreasing effect of servant leadership on employee job stress. These findings extend the theoretical understanding of leadership’s role in shaping employee mental health, emphasizing the critical interplay between servant and authentic leadership styles in mitigating job stress and, subsequently, depression. The study’s implications for theory and practice suggest that fostering an integrated leadership approach, combining servant and authentic leadership characteristics, can significantly contribute to enhancing employee psychological well-being in the face of organizational challenges. The research contributes to the leadership literature by elucidating the pathways through which leadership influences mental health and by demonstrating the importance of leadership synergy in organizational settings.
... Based on the motivational model proposed by SDT to guide human behaviour, we refer to intrinsic motivation, integrated motivation, and identified motivation as autonomous motivations for LUB by farmers (Bavik et al., 2017;Dweck, 2008;Eva et al., 2019). Intrinsic motivation refers to farmers performing LUB out of interest and enjoyment. ...
The coordinated development of tourism and land use form is significant for regional economic growth and ecological security. Therefore, we selected Se Town on the Qinghai-Tibet Plateau as a typical case study area. We classified three stages of tourism-driven rural community development based on industrial income. A comparative analysis of farmers’ land use motivations and behaviours was employed to investigate tourism-driven adaptations in land use from a psychosocial perspective. For this purpose, a dataset comprising 184 questionnaires was analysed, and qualitative data were gathered from 9 respondents through semi-structured interviews to explore the relationship between motivation and behaviour in farmers’ land use practices. The results indicate that tourism development compels farmers to change their agricultural practices, resulting in an increase in forage ecological land use, a reduction in cash crops, and enhanced agricultural production efficiency. These changes are the predominant factors likely to improve the quality of the regional environment. Compared to traditional agricultural zoning, mechanical inputs in ethnic tourism zones increased by 64.01%, the degree of planting specialisation rose from 0.27 to 0.45, and the proportion of forage cultivation escalated from 1.60% to 16.26%. Moreover, the overall inputs of pesticides and fertilisers were reduced by 87.12% and 93.42%, respectively. Furthermore, farmers’ intrinsic motivation has become more apparent, highlights the necessity of a strengthening education on sustainable land use behaviours. This study underscores the importance of contextualising the relationship between motivation and behaviour within regional development frameworks. It aims to enrich policy discussions and decision-making processes concerning environmental management and sustainable development, not only in the Qinghai-Tibet Plateau but also in wider context.
Graphical Abstract
... Second, the literature synthesis reveals limited empirical studies that have explored the underlying mechanism through which SL is linked to employees' IWB (Eva et al., 2019;Zhu and Zhang, 2020). Innovation climate (IC), which denotes a non-threatening, psychologically conducive environment that supports risk-taking and inspires employees to execute initiatives (Parzefall et al., 2008), might be the mechanism through which SL is associated with IWB. ...
... Several outcomes, including empowered followers, useful theoretical skills, growth and achievement, ethical behavior, and emotional healing, are associated with SL features (Iqbal et al., 2020). SL enables followers to realize their greatest potential by engaging them in relational, moral, and spiritual ways (Eva et al., 2019). A Servant leader consistently prioritizes their relationships and followers over the work and the outcome (Iqbal et al., 2020). ...
... When followers are thriving, trusted, and concerned about their well-being, the organization benefits from their finest and hardest work. As a result, the organization will eventually achieve its objectives over the long run (Ekmekcioglu and € Oner, 2023), with workers demonstrating a strong moral commitment to their leader (Eva et al., 2019). ...
Purpose
Drawing from the social exchange theory and leadership-making model, this study aimed to develop a research model where innovation climate (IC) mediates the servant leadership (SL) influence on innovative work behavior (IWB).
Design/methodology/approach
Through structural equation modeling, we evaluated the aforementioned links using data gathered from 324 employees drawn from Uganda’s local government (LG) employees.
Findings
The findings show that the impact of SL on IWB is mediated by IC. An IC within the organization is made possible by effective SL ethos; moreover, this climate promotes IWB. Also, the innovative nature of LG employees promotes IWB.
Research limitations/implications
LG leadership ought to be committed to the SL philosophy since it fosters an environment that encourages IWB. To spark IWB, it should also take advantage of the innovative environment. Management must make sure that in such a setting, supervisors are construed as servant leaders and low cadre staff have the capacity to be servant leaders. Employees will be more motivated to contribute to the organization by engaging in high IWB once they have received the training, empowerment and rewards they deserve in a setting that emphasizes effective SL principles.
Originality/value
Despite the existence of numerous studies, there is little empirical evidence that SL influences IWB within the setting of the LG sector. Evidence for the underlying mechanism by which SL promotes IWB is still lacking. Third, we explicitly test the IWB model developed based on euro-leaning theories using the LG context. Finally, there is a dearth of data relevant to how IC affects IWB. The research addresses these gaps.
... Drawing from social exchange theory, the more service and resources employees get from the organization and leaders, the more willing employees are to try to repay the organization and leaders (Eva et al., 2019). Thus, servant leadership can help stimulate employees' willingness to achieve mutually beneficial obligations by considering their security needs and interests and providing a variety of security resources and psychological care. ...
... Employees will repay leaders by adopting safer work behaviors with greater motivation, such as complying with safety regulations and processes (Hofmann & Morgeson, 1999), actively participating in security affairs, and helping colleagues to learn safety knowledge, etc. (Hofmann et al., 2003). In tandem, servant leaders are characterized by noble moral qualities, ethical behaviors, and a burning sensation of social responsibility (Eva et al., 2019). Thus, during the COVID-19 pandemic, they are prone to incentivizing employees to comply with safety rules, improving support for safety protection, and providing more safety prevention. ...
... There is a desire for further advancement in the theory and methodology of servant leadership. (Eva et al 2019). One potential avenue for this is the combination of sensemaking with servant leadership. ...
... One potential avenue for this is the combination of sensemaking with servant leadership. Furthermore, there is a research gap in how servant leaders are developed and trained (Eva et al 2019). This study addresses this gap, as the crisis period is forcing leaders to practice servant leadership or develop in their crisis management, which can offer further research material of servant leadership development. ...
... The loss of belonging and family-like tribes in our societies has resulted in the unfulfilled needs of individuals. (Eva et al 2019). Servant leadership can help to bridge this gap and provide guidance and support during times of crisis. ...
This study is based on leadership in crisis time - a panel discussion after 62 leaders’ discussions in various workshops. Analysing the data through the sensemaking typology for organisations - using sensemaking typology (Sandberg & Tsoukas 2020) and coming up with servant leadership theory offers a fresh and welcomed view in servant leadership study - revealed how servant leadership and especially the readiness to shift in sensemaking helped to overcome the crisis. The leaders used the four typologies: immanent, involved-deliberate, detached-deliberate, and representational sensemaking in various ways for a servant purpose. For example, seeing the personnel with new eyes and allowing them to act freshly, lowering barriers, and bringing others’ potentiality to use helped to tolerate crisis. To demonstrate, leaders with detached-deliberate sensemaking found a new direction and valued co-work whereas when acting with the immanent sensemaking they held on to routines and kept the focus on the basic task. In brief, the servant-first attitude was emphasized for the leadership to be willing to set oneself in use as well as create an atmosphere where others can work on their best and emerge from others capabilities for them to serve the common good.
... Our study contributes in three ways. First, employing COR theory, it integrates DL and ECS literature and responds to calls for examining this relationship in the pharmaceutical industry (Eva et al., 2019). Second, it identifies the impact of DL on career success. ...
Drawing on the conservation of resource (COR) theory principles, this study demonstrates how despotic leadership (DL) negatively impacts employee career success (ECS) in the pharmaceutical industry. Since this is a serious growing concern in emerging research and a threat to the career therefore we aimed to investigate the relationship between (DL) and (ECS). Parallel mediating effects of job insecurity (JI) and emotional exhaustion (EE) are also tested which was overlooked in previous literature. Data were collected from 325 working employees. The target population of this study was managers, middle managers, and administrative staff facing DL. The results revealed a significant negative relationship between DL and ECS. Furthermore, JI and EE partially mediate the relationship between DL and ECS. Present research advances literature theoretically and practically in the field of organization behavior, specifically in the pharmaceutical industry. As it explored the connection between DL and employees'' career success under stressful working conditions. Thus, top management should develop leadership programs that focus on improving their behavior toward employees and leading to positive outcomes in the reduction of JI and EE. Secondly, the industry should formulate and implement clear policies and guidelines to curtail the detrimental effects of DL by inculcating open communication, employee empowerment, a supportive work environment, and shared growth of leaders and followers. Thirdly, include qualitative and quantitative methods (i.e., 360 feedback) to evaluate leaders' behavior, which may give deeper insight into leadership behavior.
... However, recent literature reviews (Elkhwesky et al., 2022;Huertas-Valdivia et al., 2022;Arici et al., 2021) and numerous previous studies have demonstrated that leadership styles have a strong influence on employee work engagement and employee job performance, which shapes service quality and consumer experience (Huertas-Valdivia et al., 2019Rabiul et al., 2022bRabiul et al., , 2023bRabiul and Yean, 2021). Furthermore, recent literature reviews conducted by various scholars (Elkhwesky et al., 2022;Huertas-Valdivia et al., 2022;Arici et al., 2021;Gui et al., 2021;Bavik, 2019;Chon and Zoltan, 2019;Eva et al., 2019) have highlighted servant leadership (SEL) theory (Greenleaf, 1970(Greenleaf, , 1977 as an appropriate employee-oriented leadership style that complements various employee engagement theories in the tourism and hospitality context (Bavik, 2019;Chon and Zoltan, 2019). However, while previous studies have provided valuable insights into the impact of SEL on employee work engagement in various tourism and hospitality sectors (Rabiul et al., 2022b(Rabiul et al., , c, 2023bRabiul and Yean, 2021;Gui et al., 2021;Chon and Zoltan, 2019), with increasing use cases of AI in the tourism and hospitality industry (Bulchand-Gidumal et al., 2023;Bulchand-Gidumal, 2022), to the best of the authors' knowledge, none of the previous studies have investigated the impact of artificial intelligence (AI)-driven SEL on the job demands-resources (JD-R) model. ...
... In this study, we applied the 25-item scale created by Liden et al. (2008) to evaluate AI-driven SEL, as Liden et al.'s (2008) scale proved to be a robust measurement tool for measuring SEL's direct influence on JR and SEL's moderating influence on the relationships between JR and WE and WE and JP (Eva et al., 2019;Gui et al., 2021). Furthermore, JD and JR were measured using a 36-item scale developed by Lequeurre et al. (2013) and validated in recent studies by Tu et al. (2022) and Huang et al. (2022a. ...
... Accordingly, in such a workplace environment, AI-driven SEL appears to be redundant, and its role as a boundary condition in the connection between WE and JP is negative. This study's findings provide valuable insights, as they provide answers to the questions raised by Arici et al. (2021), Bavik (2019), Eva et al. (2019), Gui et al. (2021), Huertas-Valdivia et al. (2021 and Tummers and Bakker (2021) regarding understanding the boundary conditions of SEL in general and AI-driven SEL precisely. ...
Purpose
This study illustrates the conceptual framework that expands the knowledge of the fundamental components that describe how AI-driven servant leadership (SEL) influences the job resources (JR), work engagement (WE) and job performance (JP) of tourism and hospitality employees.
Design/methodology/approach
The empirical study was conducted on a sample of 953 international tourism and hospitality employees who were selected via a purposive and snowball sampling approach in a cross-sectional survey. The analysis was performed using a partial least square-structural equation modeling.
Findings
The results of this study confirmed the positive impact of AI-driven SEL on employee JR with the boundary conditions of AI-driven SEL.
Practical implications
This study finding assists tourism and hospitality practitioners in understanding that in the near future, AI will have a major effect on the nature of work, including the impact on leadership styles. Hence, AI-driven SEL holds both positive (through direct impact on JR) and negative (via boundary conditions) impacts on employees’ JP and ultimately organizational success. Accordingly, managers should employ AI-driven SEL to increase employees’ JR, and once employees achieve high WE, they should constrict AI-driven SEL boundary conditions and their influence between JR and WE and WE and JP.
Originality/value
This study offers a novel and original conceptual model that advances AI-driven social theory, SEL theory and job demands-resources (JD-R) theory by synthesizing, applying and generalizing gained knowledge in a methodical way.
... However, this should only be considered as an umbrella term. As mentioned previously, authentic leadership (Avolio and Gardner 2005;Hoch et al. 2018), servant leadership (Eva et al. 2019;Miao, Humphrey, and Qian 2021;Ouyang et al. 2022;Ruiz-Palomino, Linuesa-Langreo, and Elche 2023;Scalzo, Akrivou, and Fernandez Gonzalez 2023;Shi and Zhou 2023;van Dierendonck 2011), andspiritual leadership (Afsar, Badir, andKiani 2016;Fry 2003;Koburtay, Jamali, and Aljafari 2023;Yang, Huang, and Wu 2019) partially and conceptually overlap with EL and be perceived as specific EL behaviors. ...
Bibliometric science mappings, such as co‐citation analysis and bibliographic couplings, can be used as systematic literature reviews pre‐structured though citation‐related clusters, which can help better understand the inner logic of a research field. We conduct these two science mappings on the field of ethical leadership and integrate the primary results in a research framework that presents a comprehensive overview of the theoretical foundations, antecedents, and effects of ethical leadership, showcasing voice behavior as a current focal research theme. We use our findings to discuss the research, its practical and particularly methodological implications, and to propose future research opportunities.
... Moreover, if these tools truly lighten employees' workload, they create motivation to adopt prosocial behaviours [38] that benefit both colleagues and customers. Furthermore, prosocial behaviours are fostered by servant leadership, which is anchored in social identity theory [39], consistent with the social-identification path of the extended SPC. Bontis [ performance and therefore overall business performance". ...
... "An organization with strong structural capital will have a supportive culture that allows individuals to try, fail, learn and try again." Encouraging risk-taking and the right to make mistakes and giving employees the freedom of action are transformational and servant leadership behaviours (see [39] for a review) that provide employees with a sense of psychological security, fostering creativity and effective teamwork [40]. A servant leader [41] is primarily concerned with serving the employees with whom he or she interacts. ...
... Greenleaf [41], a former executive of AT&T, introduced servant leadership, which has been shown to be linked to employee commitment to the organization and to change. A "manager-leader" who sees themselves first and foremost as a servant of the organization and of their followers plays a different role and adopts different attitudes and behaviours than a traditional manager [39]. approaches substitute each other. ...
Background :
The literature regarding the relationship between HRM and customer orientation in the service context largely ignores the processes and expected management actions outside marketing, and particularly within Human Resource Management. This has hampered the wider adoption of the Service Profit Chain (SPC) model. The present article is an attempt to rectify this problem; it draws on intellectual capital literature and the group psychology theory pioneered by Mary Follett to propose the Intellectual Capital Profit Chain (ICPC) model.
Objective :
The paper links HRM and intellectual capital to the key marketing variables of customer orientation, customer satisfaction and to business performance in a full model that has not previously been presented.
Results :
The ICPC model recasts intra- and inter-organizational activities as contributing to the accumulation of intellectual capital, in turn driving both engagement and customer orientation.
Conclusions :
The development of the ICPC model forms the main contribution of this paper as it can serve as a framework for building and managing HRM configurations that align with human, social, and organizational capital to promote customer orientation.
