Achieving High Organization Performance through Servant Leadership

The Journal of Business Inquiry 01/2010; 9(1).


This empirical paper investigates whether a servant leader can develop a corporate culture that attracts or develops other servant leaders. Using the survey developed by Barbuto and Wheeler (2006), servant leader characteristics in managers were measured at three high-performing organizations. Results indicate that servant leaders can develop a culture of followers who are servant leaders themselves. This is one of the few studies to empirically test the model of servant leadership in an organizational environment. The success these servant leaders have achieved in a for-profit, demanding environment suggests this leadership style is viable for adoption by other firms.

Download full-text


Available from: Susan Bosco, Aug 03, 2015
  • Source
    • "Leaders in today's competitive business context face considerable challenges as they play pivotal roles in determining organizational direction, setting strategy, creating vision for the future and play a key role in driving organizational performance (Melchar and Bosco, 2010; Peterson et al., 2003). As one of the fastest growing economies in Asia, India has a unique workforce profile which is based on social relations, political contacts, caste, and religion (Budhwar and Boyne, 2004). "
    [Show abstract] [Hide abstract]
    ABSTRACT: Purpose - The purpose of this paper is to explore the leadership style of Chairman and Managing Director (CMD) and perceived organizational climate of an Indian public sector bank. Design/methodology/approach - For the present study data were collected using mixed-method approach including both semi-structured interview and inventories. Sample included the top, middle, and senior-middle level officials of the bank. Findings - Data were analyzed using content analysis and descriptive statistics. Findings indicated that: the perceived leadership style of CMD is a combination of transformational leadership and positive leadership; there is a positive organizational climate prevalent in the bank; and positive transformational leadership style of CMD has played a considerable role in the development of positive organizational climate in the bank. Originality/value - Present study provides valuable insights regarding contemporary leadership style in an Indian organization which is the combination of both positive and transformational leadership style and its contribution to building positive organizational climate.
    Full-text · Article · Apr 2015 · Asia-Pacific Journal of Business Administration
  • Source
    • "Organizational stewardship (OS) addresses the interconnectedness that an organization has to making a positive contribution to society. Founded on the premise of ethics and value-orientation, this factor is evidenced by the extent that a leader prepares an organization to be involved in community development, programs and community outreach (Melchar, 2010). Although focused in the works performed in society, this factor "

    Full-text · Article · Sep 2014 · International Journal of Business and Management
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Many authors on servant leadership (SL) claim that there exists a direct positive relationship between SL and organizational performance, but empirical evidence for this has thus far been lacking. There are indications, however, that introducing SL in an organization has a positive influence on mediating factors of performance, which in turn lead to better organizational performance. There is empirical evidence that applying the high-performance organization (HPO) framework does lead to increased organizational performance. As SL deals with behaviors and attitudes of managers, it is a reasonable assumption that SL has a certain influence on management quality, one of the factors of high performance included in the HPO framework. In this respect, one or more HPO factors might be mediating factors between SL and organizational performance. This article evaluates empirically the relation between SL, organizational performance, and the HPO framework. A theoretical proposition of these relations was made and, based on a sample of 116 managers and employees of Vrije Universiteit medical center, the levels of SL, HPO, and performance in Vrije Universiteit medical center were measured. This case study showed no evidence of a direct positive relation between SL and organizational performance. There was evidence of SL having an influence on the factors in the HPO framework but this influence was different on various organizational levels. It was concluded that the role of SL in the case organization was inconsistent.
    Full-text · Article · Apr 2012 · Journal of Leadership & Organizational Studies
Show more