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A Review of Servant Leadership Attributes: Developing a Practical Model
Leadership & Organization Development Journal
Abstract
Servant leadership is an increasingly popular concept in the repertoire of leadership styles. While an intuitively attractive concept, it is systematically undefined and not yet supported by empirical research. Reviews the servant leadership literature with the intent to develop a preliminary theoretical framework. Builds a foundation for categorizing and appraising the functional and accompanying attributes of servant leaders. Once categorized, a formative, rational servant leadership attribute model is constructed. The authors call for further development of the model and empirical research to support it.
... Leaders inspire their teams by articulating future benefits and instilling purpose and direction. Without this foresight, leaders risk reducing employee motivation and productivity (Russell & Gregory-Stone, 2002). Anticipating future challenges is essential for overcoming business barriers (Visser et al., 2013), requiring leaders to grasp the impact of stakeholders and instill a shared vision of the future Schoemaker et al., 2013). ...
... Kouzes and Posner (2007) identified honesty, forward-lookingness, inspiration, and competence as crucial traits, which are implicitly acknowledged in this study as prerequisites for senior leadership roles in the UAE police. The importance of forward-looking leadership for goal setting and strategy development, emphasized by Russell and Stone (2002), resonates with the findings here. Schafer The second objective of this study was to analyze the impact of the leadership traits identified in the first objective on the efficacy of leadership within the UAE police force. ...
... Moreover, the leader's confidence is a role model for subordinates, inspiring them to adopt the leader's vision and strive towards achieving collective objectives. These insights align with Russell and Stone's (2002) research, affirming the pivotal role of a forward-looking vision in a leader's ability to influence and motivate their followers. ...
... This idea reflects Greenleaf's (1977) assertion that having a role model who is a servant-leader supports the process of followers' transitioning into or becoming servant-leaders. The idea is that if servant-leadership can enhance followers' commitment (Russell & Stone, 2002), it should be maximised such that via vicarious learning such behaviours can be reproduced by the followers themselves (Bandura, 1977) to ensure a continuity of good practice and outcomes. ...
... Servant-leadership is an other-centred (Usman et al, 2024) or follower-centric leadership approach (Eva et al., 2019;Russell & Stone, 2002;Sendjaya et al., 2008), which is at its peak when the followers themselves become servant-leaders. As Spears (2005) rightly noted, servant-leadership is the attempt to improve the individual growth of workers and their institutions simultaneously through specific behaviours: listening, empathy, awareness, conceptualisation, persuasion, foresight, healing, stewardship, commitment to the growth of others and building community. ...
... In essence, leaders are to cultivate a sense of belonging or togetherness while serving their followers such that the followers would also seek to serve others (Parris & Peachey, 2013). Essentially, as a follower-centric leadership approach (Eva et al., 2019;Russell & Stone, 2002;Sendjaya et al., 2008), servant-leadership is at its peak when the followers themselves become servant-leaders. The key point is that servant-leaders seek to serve others (Fungas & Sambus, 2023), whether it is a natural calling from the beginning or a learned and absorbed attribute. ...
Motivation to serve is conceptualised as an antecedent of servant-leadership but is mostly studied from the leaders’ perspective. Yet, as in any dyadic relationship, exploring the followers’ perspective is crucial, particularly as servant-leadership is an acclaimed follower-centric leadership theory. Hence, this quantitative study is a departure from the norm with a focus on the followers’ motivation to serve (MTS). Premised on the social learning theory, data was collected from 208 respondents in UK private and public organisations using existing and adapted questionnaire surveys that were statistically analysed. The results show a correlation between motivation to serve and servant-leadership but suggest that followers’ motivation to serve is independent of their experience of servant-leadership. It also shows that some followers have a higher or natural congruence to serve than others. Practically, highly motivated followers can be potential candidates for development into servant-leadership roles. Other implications, recommendations and areas for future investigation are discussed.
... A review of the literature on servant leadership highlights several key traits -such as service (Greenleaf, 2002), honesty (Page & Wong, 2000;Russell & Stone, 2002), integrity (Page & Wong, 2000), commitment to the growth of people, community building (Spears, 2010), and empathy (Page & Wong, 2000;Spears, 2010) that are intrinsic to servant leaders. These traits closely align with the core values of social work, which include service, social justice, the dignity and worth of individuals, the importance of human relationships, integrity, competence, empathy, cultural humility, and commitment to clients (Barsky, 2021;Osteen, 2011). ...
... Integrity is universally recognized as a key characteristic of effective leaders (Duggar, 2009) and servant leaders (Russell & Stone, 2002;Winston, 1999). In social work, integrity is a cornerstone of ethical practice, guiding decision-making and ensuring accountability (Banks, 2010;Webster, 2016). ...
Purpose: This study explores the relationships between social workers' traits, professional identification, shared vision, job satisfaction and professional commitment in Mainland China. The study proposes that six traits of servant leaders, namely Commitment, Humility, Resilience, Integrity, Service and Teamwork, are essential for social workers. Methodology: These six specific traits form a broad framework of traits of social workers, which has a significant association with social workers' shared vision and other outcomes. A questionnaire was developed and validated with Confirmatory Factor Analysis. The hypotheses in the study were all supported by the Structural Equation Model. Findings: The analysis showed that the traits of social workers have a significant positive effect on all other variables directly or indirectly through shared vision and identification of professionalism as intervening variables. Shared vision and identification with professionalism directly affect job commitment, respectively. Additionally, shared vision also has significant direct effects on job satisfaction which in turn affects commitment. These findings can cast light on the importance of traits of social workers and shared vision, which can positively affect social workers' identification with their professionalism and effective performance. Applications: Essential Traits of social workers identified in this study may apply to the identification of potential social workers. The development of shared vision and traits of social workers are important strategies for improving the quality of service and retention of social workers.
... After carefully studying Greenleaf's conceptualization of servant leadership, Spears (2010) (Eva et al., 2019). Some characteristics of servant leaders could be interpreted as leadership behaviours in some studies, such as sharing leadership (Laub, 1999), and empowerment (Robert F. Russell & Gregory Stone, 2002). However, some characteristics proposed by Spears and some characteristics measured by other studies, such as honesty (Page & Wong, 2000;Russell & Stone, 2002), integrity (Page & Wong, 2000), and empathy (Page & Wong, 2000;L C Spears, 2000) are traits of servant leaders. ...
... Some characteristics of servant leaders could be interpreted as leadership behaviours in some studies, such as sharing leadership (Laub, 1999), and empowerment (Robert F. Russell & Gregory Stone, 2002). However, some characteristics proposed by Spears and some characteristics measured by other studies, such as honesty (Page & Wong, 2000;Russell & Stone, 2002), integrity (Page & Wong, 2000), and empathy (Page & Wong, 2000;L C Spears, 2000) are traits of servant leaders. ...
The study reviewed the trait approach to leadership of church leaders. With reference to Bible teaching and related literature review, six traits of church leaders, namely, Commitment, Humility, Resilience, Integrity, Service, and Teamwork (Acronym: CHRIST), were proposed as essential traits of church leaders to build up a Servant Leadership Culture. A measurement scale was developed and validated to contribute to future research studies of a church leadership model, including traits as antecedents. Confirmatory Factor Analysis showed that the measurement scale had reliability and validity. The measurement scale was psychometrically sound to measure six essential traits of church leaders with invariant properties for different gender and background such as Christian with or without service experience. The scale for measuring the six traits is the first of its kind. It can be used in future studies to examine the relationships among traits, vision, behaviours and outcomes of church leaders. It may also be used to identify emergent church leaders. A simplified scale of six items is also developed to measure the broad trait of church leaders with good psychometric and invariant properties. This Scale can also be used to measure the Culture of fellowship by the church members at large.
... While contributing to individuals, they also contribute to the organization (Spears, 2004;Spears, 2010). On the other hand, Russell and Stone (2002) characterize servant leadership as vision, honesty, integrity, trust, service, pioneering, empowerment, modeling, and appreciation of others. Servant leaders build trust at both the individual and organizational levels. ...
... In addition, servant leaders listen carefully to their followers and exhibit a selfless and empathetic approach. By establishing trustbased relationships, they attach importance to the individual problems of their followers and focus on their personal development (Spears, 2004;Russell & Stone, 2002). This individual attention and compassion of servant leadership towards its followers may be related to the psychological capital development of its followers. ...
The study aims to examine the general leadership characteristics, leadership development and leadership style of the Jim White character in the McFarland USA (2015) movie in the context of leadership, the psychological capital levels of the team players coached by the White character in the context of psychological capital, and the development of psychological capital together with White's leadership. In addition, revealing the relationship between leadership and psychological capital based on characters is another aim of the study. In line with these aims, the content analysis method, one of the qualitative research methods, is used. As a result of the content analysis, it is concluded that the character White possesses leadership traits and tends to exhibit servant leadership among leadership types. In terms of psychological capital, it is concluded that the psychological capital levels of team players are quite low before White's leadership, but their psychological capital levels improve with the influence of White's leadership. It is also concluded that team players contain content related to four dimensions of psychological capital (hope, optimism, resilience, self-efficacy).
... Pada tataran penghayatan nilai-nilai moral spiritual Kristiani, mempertegas landasan dasar model kepemimpinan para kepala sekolah sebagai sosok pemimpin yang melayani, karena secara keseluruhan, peran kepemimpinan mereka menyebabkan guru, siswa yang dilayani menjadi lebih sehat, lebih bijaksana, lebih bebas, dan lebih mandiri dalam upaya perbaikan diri dan manajemen kerja yang lebih baik. Greenleaf (1970); Ekinci (2015), percaya perbaikan orang lain menjadi niat sebenarnya dari seorang pemimpin pelayan, maka landasan, motivasi dan tujuan utama model kepemimpinan pelayan yang diterapkan oleh para kepala sekolah di lingkungan sekolah adalah memaknai moral spiritual Kristiani untuk mendorong kehebatan guru dan siswa (memberdayakan dan memuliakan manusia), sementara keberhasilan organisasi/lembaga pendidikan adalah hasil tidak langsung dan turunan dari kepemimpinan-pelayan yang diterapkan para kepala sekolah (Russell & Stone 2002). Pemberdayaan dalam praktik kepemimpinan para kepala sekolah adalah mempercayakan bahwa dalam diri guru dan siswa terdapat kekuatan Allah yang sama, sehingga dilibatkan dan didengar secara efektif dalam kerja tim, dan menghargai cinta dan kesetaraan (Russell & Stone, 2002;Ekinci, 2015). ...
... Greenleaf (1970); Ekinci (2015), percaya perbaikan orang lain menjadi niat sebenarnya dari seorang pemimpin pelayan, maka landasan, motivasi dan tujuan utama model kepemimpinan pelayan yang diterapkan oleh para kepala sekolah di lingkungan sekolah adalah memaknai moral spiritual Kristiani untuk mendorong kehebatan guru dan siswa (memberdayakan dan memuliakan manusia), sementara keberhasilan organisasi/lembaga pendidikan adalah hasil tidak langsung dan turunan dari kepemimpinan-pelayan yang diterapkan para kepala sekolah (Russell & Stone 2002). Pemberdayaan dalam praktik kepemimpinan para kepala sekolah adalah mempercayakan bahwa dalam diri guru dan siswa terdapat kekuatan Allah yang sama, sehingga dilibatkan dan didengar secara efektif dalam kerja tim, dan menghargai cinta dan kesetaraan (Russell & Stone, 2002;Ekinci, 2015). ...
... As a supportive and people-oriented leadership style, servant leaders prioritize employees' interests; examples of this include taking into account the needs and interests of subordinates, treating employees fairly and inclusively, and giving them the necessary care and help (Barbuto & Wheeler, 2006;Russell & Stone, 2002). According to previous research, servant leaders are characterized by healing emotion, producing team value, delegating appropriately, supporting subordinates' growth, behaving ethically, and so on (Newman et al., 2017). ...
... Yet few studies take into account how servant leadership style acts on employees' work safety behavior. While servant leadership works in the services industry because their support, concern, appreciation, and other "service and resources" can enlighten and affect employees to provide sincere services to customers (Russell & Stone, 2002) and then bring higher customer satisfaction and organizational performance (Brownell, 2010). Hence, the positive influence of servant leadership on employees' work safety behaviors verified in this paper enriches the research on servant leadership and employees' work safety behavior and broadens the application fields of employees' work safety behavior research. ...
... Servant leadership has been one of the most studied emerging leadership types [37][38][39]. Greenleaf, who was the first to develop the construct [40], argued that a servant leader has the natural predisposition to put followers' needs before personal or organizational ones. Moreover, empathy, altruism and interest in the community are the elements that lead a servant leader's actions [41]. ...
... The desire to help collaborators should not be confused with a servile attitude; what motivates servant leaders is their decision to put others before themselves, supporting the personal and professional growth of the latter through the exercise of leader power [42]. Concerning performance, servant leaders understand that effectiveness on performance largely depends on the degree of the followers' involvement and motivation, and that the use of transparent, ethical and persuasive communication is functional to the enrichment of relationships and to the achievement of positive long-term results with the group [38,39,[43][44][45]. ...
This research presents a comprehensive review and meta-analysis of literature to examine the impact of various leadership styles on organizational adaptive performance (AP). AP is essential for job performance, especially in environments undergoing rapid changes. Previous reviews on AP found that transformational and self-leadership had had a positive influence on job adaptivity, while the relationship between other leadership styles and AP had not been clear. First, authors outlined the theoretical framework of AP and leadership, clarifying how job adaptivity and the different leadership styles are defined and discussed in the scientific literature. Subsequently four scientific databases were explored to identify studies that investigate the Leadership and AP’ relationship. 32 scientific articles and 2 conference papers were investigated for review, of which 31 were used to conduct a meta-analysis; 52 different effect sizes from 32 samples were identified for a total sample size of 11.640 people. Qualitative synthesis revealed that the influence of different leadership styles on AP depended on contextual variables and on aspects related to the nature of the work. Moreover, it was found that leadership supported AP through motivational and relational aspects. Through this meta-analysis, it was found that a significant positive relationship between leadership and AP existed (Zr = .39, SE = .04, p < .001. 95%CI [.32, .47], r = .37). However, no differences emerged from the different leadership styles examined in the studies. This review deepens the importance of leadership as organizational factor that affect the employees’ likelihood of dealing with continuously emergent changes at work, extended the search to emerging leadership approaches to highlight the value of collective contributions, ethics, and moral and sustainable elements that could positively affect AP.
... The quality of an exchange relationship may vary from one subordinate to another in a way that high quality of exchange relationship with leaders earns a high level of liking, trust, loyalty, respect and commitment through exchanging outcomes desired by subordinates (Deluga, 1998;Mahsud, Yukl& Prussia, 2010). It is believed that leaders' ethical values such as honesty, fairness and justice reflect in many relationship-oriented behaviors by leaders such as empowerment, subordinate participation and psychological support (Russell & Stone, 2002). Such relation-oriented behavior by a leader is critical to developing high quality exchange relationship with subordinates (Yukl, O'Donnell & Taber, 2009). ...
... Such relation-oriented behavior by a leader is critical to developing high quality exchange relationship with subordinates (Yukl, O'Donnell & Taber, 2009). Considering that ethical values such as fairness, honesty and justice are at the core of authentic leadership thus we expect such values to be reflected in high-quality exchange relationships with subordinates (Yukl, O'Donnell & Taber, 2009;Russell & Stone 2002). H3: Authentic leadership positively relates to Leader member exchange (LMX) 2.5 Authentic leadership and effectiveness (Moderated mediation of perceived impression management and power distance) Despite proven effectiveness of authentic leaders, literature also stresses the importance of considering leader-follower value incongruency to study effectiveness of any leadership behavior that may vary with the variation in different situations (Zhu,Wang, Zheng, Liu & Miao 2013). ...
Considering the critical role of effective leaders towards ensuring organizational success, current study attempt to revisit the effectiveness of authentic leadership in a power distance culture. More specifically, current study considers the contingency role of power distance culture over the relationship between authentic leadership and its effectiveness through LMX and perceived impression management. For this purpose, data were collected from public sector organizations in Pakistan comprising 31 managers and 202 respective employees. Multilevel path analyses provided reasonable support for our hypotheses. It is demonstrated that authentic leadership is positively associated to leaders’ effectiveness and LMX. Moreover, power distance culture conditions the relationship between the authentic leadership and its effectiveness through perceived use of impression management tactics and LMX in a way that relationship gets weaker when power distance is high. Both practical and theoretical implications of this perspective are discussed.
... Iarocci (2018) identifies three key priorities (developing people, building a team based on trust, getting results), three key principles (serve first, persuade, empower) and three key practices (listening, delegating, connecting followers to the mission) to outline what servant leadership looks like in the workplace. Russell and Stone (2002) described a functional model of servant leadership. The nine "functional attributes" of servant leadership are vision, honesty, integrity, trust, service, modelling, pioneering, valuing others, and empowerment. ...
A socially responsible company is expected to treat its employees in a humane way. We tested the hypotheses that a) the managers of familial businesses have a stronger humane orientation than the managers of non-familial businesses and b) a humane orientation has no negative effect on profitability. We conducted a questionnaire survey among managers in Hungarian manufacturing industry. A total of 197 managerial responses were received. We measured the humane orientation of the managers using the Leadership Competence Questionnaire module consisting of 36 items, which we grouped into the following factors beforehand: Self-efficacy, Performance motivation, Relationship orientation, Power motivation, Innovation, Openness. The group with the highest value for the humaneness factor was the group of highest productivity familial businesses. The ownership structure was found to have a greater influence on humane management than the domestic/foreign nature of the companies. At the same time, humane leadership was not typical for small businesses. We interpreted our results within the framework of situational leadership theory. A specific feature of this theoretical approach is that there is no single leadership style that can be said to be excellent, and that different leadership styles can be good if they are appropriate to the situation. We characterised leaders' relationship orientation as an indicator of humaneness, which is an effective leadership competence when used in appropriate situations.
... In the view of (Russell & Gregory Stone, 2002), (van Dierendonck, 2011), and (Parris & Peachey, 2013), As indicated, servant leaders aspire to operate at a elevated level, and their principal drive in leadership lies in their commitment to serving their followers. Both facets of servant leadership, namely "serving" and "leading," hold significance for the success of an organization. ...
Kepemimpinan melayani meruapakan salah satu topik yang luas dan menarik bagi kalangan peneliti dalam beberapa tahun terakhir. Hal ini disebabkan oleh pendekatan yang beragam dan luas yang diterapkannya dalam model kepemimpinannya, yang secara signifikan berbeda dengan filosofi kepemimpinan lainnya. Kepemimpinan pelayanan juga memainkan peran kunci dalam mempengaruhi hasil di tingkat individu dan tim, termasuk komitmen organisasi, perilaku kewarganegaraan organisasi, dan kinerja. Dengan memfokuskan pada pelayanan kepada orang lain, paradigma kepemimpinan telah berubah secara dramatis, beralih dari sekadar memimpin untuk menyeimbangkan peran memimpin dan melayani secara bersamaan. Penelitian ini bertujuan untuk menguji dampak kepemimpinan pelayanan terhadap kinerja karyawan dengan melibatkan persepsi dukungan organisasi sebagai mediator. Selain itu, penelitian ini juga bertujuan untuk mengeksplorasi hasil variabel persepsi dukungan organisasi terhadap kinerja karyawan, khususnya dalam konteks pekerja di sektor jasa. Metode penelitian yang digunakan adalah pendekatan kuantitatif dengan menggunakan skala Likert untuk pengumpulan data. Partisipan diminta memberikan tanggapan mereka menggunakan skala Likert, yang kemudian dianalisis menggunakan metode SMARTPLS. Hasil penelitian menunjukkan bahwa kepemimpinan pelayanan memiliki pengaruh positif terhadap persepsi dukungan organisasi dan kinerja karyawan. Dengan demikian, perasaan karyawan terhadap dukungan organisasi dapat membimbing mereka melewati batas kinerja yang diharapkan. Selain itu, dukungan organisasi yang dirasakan juga memiliki dampak signifikan terhadap kinerja karyawan, menekankan perlunya peningkatan dukungan organisasi untuk mengintegrasikan karyawan ke dalam tim dan meningkatkan kinerja mereka.Penelitian ini juga menyoroti pentingnya pemimpin untuk terus menekankan peran mereka dalam melayani bawahannya, dengan tujuan mempertahankan persepsi dukungan organisasi dan mencapai kinerja maksimal dalam organisasi. Servant leadership appears to be the most promising and most widely investigated over the past few years, primarily due to the diverse and wide-ranging approach it adopts compared to other philosophies, as well as its important role in influencing individual and team-level outcomes, such as organizational commitment, behavior. organizational citizenship, and job performance. This focus on serving others dramatically shifts the center of leadership studies from simply leading to balancing the paradox of leading and serving at the same time. This research aims to examine the influence of servant leadership on employee performance which is mediated by perceptions of organizational support, as well as testing the research results of the variable perception of organizational support on employee performance where there is still a gap between studies using a sample of employees who work in the service sector. The research methodology for this study employs a quantitative approach, specifically utilizing a Likert scale to gather data. The Likert scale, ranging from 1 to 5, will be employed in a structured questionnaire to measure participants' responses. Total 96 respondent were collected With purposive sampling method and being analayzed in SMARTPLS. As a result, Servant leadership had effect on perceived organizational support and employee performance respectively. From this point, employee feel have a direction and have support to exceeded their performance Secondly, the variable of perceived organizational support had significance effect to employee performance, As consequences perceived organizational support need to be soared to engage employee being part of team and performances. Developing employees not only enhances individual performance but also enhances the overall leadership capability within the organization. Another point from this research is the leader need to keep emphasize their role to serve their subordinate in order to maintain their perception organizational support and reach maximum performance.
... Basic been attempts in servant leadership research to identify key characteristics of servant leaders.Parris and Peachey (2013) discussed the three reviews of servant leadership.Russell and Stone (2002) identified nine core attributes and eleven accompanying attributes. The nine core functional attributes are: vision, honesty, integrity, trust, service, modelling, pioneering, appreciation of others and empowerment. ...
Servant leadership, an exceptional form of leading and interacting with the followers in the process of endogenous and exogenous goal achievement, generally involves ‘I serve’ form rather than the commonly practiced ‘I lead’ form. Conceived in the realm of spiritual and ethical form of influencing, the theory and practice of servant leadership is still in its evolving stage. The converging and diverging interpretations, however, do not dilute the essence of servant leadership. The differing analyses further illuminate the nature of servant leadership. In dissecting the components of this unique form influencing, the key psychological processes are subjected to study in the context of the general parameters of servant leadership.
... Originally, servant leadership was described as a leadership philosophy that valued service to others over self-interests (Barbuto and Hayden, 2011) with the focus on followers (Greenleaf, 1970;Zarei et al., 2022) and a special focus on the welfare and growth of people (Greenleaf, 2002). Servant leaders serve by showing care and compassion for people (Russell and Stone, 2002); they are able to self-sacrifice and be humble. In addition, they want to help their followers by creating a fair community and adopting a clear vision, purpose, and foresight, which is the lead part that each servant leader needs to have (Greenleaf, 2002). ...
Despite the fact that many organizations attribute their success to the practice of servant leadership, only a few studies have been conducted to understand the experience of employees working for a devoted servant leadership organization. Thus, the aim of this study was to explore the lived experience of employees who work in an organization that has been committed to the practice of servant leadership for decades. To respond to the research question: What is it like for employees to work in a dedicated employee-owned servant leadership organization in the construction industry and facilities services business, 16 interviews were conducted, including six follow-up interviews. Half of the interviewees held management positions and the other half held non-management positions, and they had worked for the organization from two years to 50 years. The organization operates in the United States of America and offers services from engineering and construction to operations and maintenance. The interviews were analyzed and interpreted according to phenomenological methodology. Three themes emerged: “Not just the work life but your whole self,” “The sky is the limit”: Continuous growth of employees and the organization, and “Diverse minds make better decisions.” The findings demonstrate that the employees are dedicated to a balanced growth of the organization and its employees as they experience the practice of servant leadership as a holistic way to continually help each other to develop and grow the business, by building on shared accountability leading to employee satisfaction and positive organizational performance. The findings indicate that dedication to the continuous and balanced growth of the organization and its employees is the foundation of the practice of servant leadership.
... 13-14). Greenleaf (1970), Greenleaf, (1998), Liden et al. (2008, Liden et al. (2014), Russell and Stone (2002), Van Dierendonck (2011) • A close relationship with one's employees • Encourages employee autonomy • Promote the objectives of its employees ...
Ethical leadership has emerged as a fundamental determinant of
corporate governance and sustainable organizational practices,
necessitating a deeper examination of its strategic dimensions.
This paper explores the intersection of leadership and business
ethics, proposing a conceptual framework for responsible
management. Despite the extensive scholarship on ethical
leadership, a critical gap persists in understanding the extent to
which strategic leadership incorporates ethical considerations into
decision-making processes. By identifying and analyzing various
leadership styles within an ethical framework, this study elucidates
both the convergences and divergences across these approaches.
Through a synthesis of theoretical perspectives, this paper
advances a structured approach to embedding ethics within
leadership paradigms. The findings contribute to the academic
discourse by offering a strategic framework that integrates ethical
leadership with corporate governance and long-term organizational
performance. Additionally, this study provides practical insights
for business leaders seeking to cultivate ethical organizational
cultures while maintaining competitive advantage. By bridging
theoretical constructs with managerial applications, this research
enhances both scholarly inquiry and business practice.
... Rushing (2021) suggests that covenant-based relationships treat their followers with equality, reduce the distance, and increase mutual trust and concern for subordinate welfare (Sendjaya & Pekerti, 2010). Servant leadership is established when they serve and positively transform emotionally, intellectually, socially, and spiritually when dealing with subordinates (Sendjaya et al., 2008); servant leadership is transmittable (Boyum, 2012) and, in turn, accelerates positive changes in organization and society as well (Russell & Stone, 2002). Sendjaya and Pekerti (2010) argued that servant leadership promotes reflective behaviors, which bring about positive changes in the moral environment of the organization. ...
Servant leadership has been identified as extremely important for organizational performance and success; therefore, much focus is placed on developing and maintaining leaders’ positive attitudes and behaviors toward their subordinates. Different servant models have been put out by earlier scholars. Nevertheless, only a small number of studies have focused on employee voice as a key precursor to servant leadership. The goal of this study is to look at the impacts of servant leadership style on employee voice by focusing on the mediating role of trust in a leader. Time-lagged data were gathered from 336 employees of small- and medium-sized enterprises in Pakistan. The perceived servant leadership style was positively and significantly associated with employees’voices mediated by trust in leaders. This study upgrades the comprehension of the components underlying the servant leadership and employee voice model by recognizing the intervening role of trust in the leader. Nonetheless, the survey design was not longitudinal, which restricts the study’s capacity to affirm causality. The results of this study acknowledge that servant leadership style and trust in leaders can promote constructive employee voice behavior. This study addresses the unproven mediating procedure of the link between servant leadership style and employee voice and offers new bearings for servant leadership and employee voice research, which, to the best of our knowledge, has not been explored before.
... Make sure the digital strategy is documented and accessible to all stakeholders.15. Ensure that the benefits of our digital strategy are quantifiable so that everyone clearly understands them.16. Am personally involved in our efforts to recruit digital talents to the organization.17. ...
The success of digital transformation initiatives relies heavily on effective digital leadership, which requires a blend of human-centric traits and technical expertise. While digital technologies enable transformation, organizations must develop leaders with the skills to navigate the complexities of change, foster innovation, and align strategies with organizational goals. Despite the growing importance of digital leadership, there is a lack of standardized, validated tools to measure and assess digital leadership competencies systematically. This study introduces the Digital Leadership Scale (DLS), a validated self-assessment tool designed to measure a leader’s ability across seven human-centric dimensions essential for digital transformation: Positive Attitude, Ethical AI Use, Growth Mindset, Track Record, Transparent Agenda, Skills Acquisition, and Participative Style. The DLS serves as a practical tool for leaders to engage in self-reflection, identify strengths and development areas, and adopt personalized learning strategies. Organizations can leverage this scale to cultivate a digitally proficient workforce and foster leadership capabilities aligned with digital transformation success.
... Van Dierendonck and Nuijten (2011) proposed a definition of the key servant leadership characteristics based on combined insights of the most influential theoretical models and conceptualizations of servant leadership in the leadership literature (Greenleaf, 1977;Spears, 1995;Laub, 1999;Russell and Gregory Stone, 2002;Liden et al., 2008). The SLS includes the following eight dimensions: empowerment, accountability, standing back, humility, authenticity, courage, interpersonal acceptance or forgiveness and stewardship. ...
Purpose
Servant leadership, a form of holistic leadership, has been primarily explored in Western cultures. Consequently, there is a lack of understanding on whether servant leadership style is transferable to other cultures, posing a scientific but also ethical challenge in the leadership literature. The purpose of this study is to validate a servant leadership scale (Van Dierendonck and Nuijten, 2011) in the sub-Saharan region (specifically in Uganda) in the health care context. Furthermore, with the aim of improving quality of patient care, it explores the impact servant leadership has on organizational justice and employees’ turnover intentions.
Design/methodology/approach
The cross-sectional study gathered data from 13 public Regional Referral Hospitals in Uganda. After ethical approval, self-administered surveys were distributed in the 13 survey locations. The survey used standardized scales to measure servant leadership, organizational justice and employee turnover intentions. A total of 355 respondents completed the survey.
Findings
Results of the confirmatory factor analysis supported six of the eight factors of the servant leadership scale. Furthermore, regression analysis showed a significant relation between servant leadership and organizational justice ( r = 0.678; p < 0.01) and a negative relation between servant leadership and employee turnover intentions ( r = −0.139; p < 0.01).
Originality/value
This study brings an important contribution to the functionality of the servant leadership scale in a non-Western context. It also provides insight into the positive impact servant leadership style can have on health workers and patient care.
... Empathetic leadership shares similarities with servant leadership, as both emphasize prioritizing employee needs. Servant leadership, in particular, signifies a manager's prioritization of employee needs (Ruben and Gigliotti, 2017;Russell and Stone, 2002). ...
The aim of this study is to examine the mediating role of job satisfaction in the relationship between empathetic leadership and employees' life satisfaction. The study sample consists of 382 white-collar workers based in Istanbul, employed in office-based roles across human resources, procurement, public relations, finance, and accounting departments of private enterprises. The average age of participants is 36 years. Data were collected using a demographic information form and three different self-report scales. Descriptive statistics, Pearson Correlation Coefficient, and Bootstrap Analysis were employed for data analysis to determine relationships between variables. Hayes' Process Macro was used for mediation analysis. According to the results of the research, it is understood that empathetic leadership has an effect on employee life satisfaction and job satisfaction has a mediating role in this effect.
... Followers with trouble or trauma frequently look to leaders who have a high level of emotional healing. A conscious choice to help others selflessly starts with the leader's altruistic calling (Russell and Stone, 2002). The leader's key goal is to serve others by prioritizing their interest. ...
Purpose
In today’s volatile global marketplace, cultivating human capital via efficient leadership has become an indispensable requisite for organizational growth. This study aims to examine how servant leadership affects employee creativity through employee empowerment. Moreover, this study examines the moderating effect of knowledge sharing in the relationship between employee empowerment and employee creativity.
Design/methodology/approach
Quantitative data were processed using Smart PLS-SEM to test the hypothesis. Survey data for this study were obtained from 368 employees working in two Islamic holy sites: the Masjid al-Haram and the Masjid an-Nabawi.
Findings
A positive correlation is found between employee empowerment and employee creativity. In addition, employee empowerment mediates the relationship between servant leadership and employee creativity. Lastly, knowledge sharing moderates the effect of employee empowerment on employee creativity.
Practical implications
The findings shed light on the need for servant leadership in service sector organizations. The findings imply that employee creativity in religious firms can be promoted by servant leadership. The results of this study can assist managers in developing a deeper understanding of contextual factors such as employee empowerment and knowledge sharing while formulating policies and development plans.
Originality/value
The impact of servant leadership in fostering creativity within religious organizations has not been investigated sufficiently. This study expands the literature by offering a thorough understanding of the contextual factors influencing employee creativity in religious organizations such as the mediating role of employee empowerment and the moderating role of knowledge sharing.
... However, in the back-translation process, ambiguities were found in the items for shared leadership (SD), which became even more evident when the pilot test was performed, finding that the items had low factor loadings and low internal consistency. Thus, it was decided to replace these two items with four items from the Chacón-Henao et al. (2022) scale, leaving the instrument as follows: two items for servant leadership (SL) (Cahyadi et al., 2022;Russell & Stone, 2002), three items for empowering leadership (EL) (Cahyadi et al., 2022;Naqshbandi & Tabche, 2018), and four items for shared leadership (SD) adapted from recent research (Chacón-Henao et al., 2022). A five-point Likert-type response format was used to respond to each item, measured from 1 ("Strongly disagree") to 5 ("Strongly agree"). ...
There is no doubt that leadership is one of the most researched and disseminated topics in recent years, and over time, some distinguished models have developed a solid foundation and a reputable structure. From this perspective, this study analyzes the evidence of validity and reliability of a scale that assesses leadership styles in non-profit institutions. The study had an instrumental design. The sample consisted of 272 workers from nine Latin American countries, aged between 19 and 68 years (M = 34.08 and SD = 8.61), recruited through non-probabilistic sampling. A validity and reliability analysis of the scale confirmed the nine items and three original factors (servant, empowering and shared leadership). The KMO test reached a high level (0.898 > 0.70), and the Bartlett test reached a highly significant level (Sig. = 0.000). The scale also showed good internal consistency (α = 0.918 to 0.956; CR = 0.918 to 0.957; AVE = 0.755 to 0.880). Likewise, for the Confirmatory Factor Analysis, a measurement adjustment was performed, obtaining excellent and acceptable fit indices for Model 2 (CMIN/DF = 1.794; CFI = 0.993; SRMR = 0.023; RMSEA = 0.054; Pclose = 0.369). This study provides a brief and useful tool to measure leadership styles in Latin America, as a scale used specifically for this context would allow for a more accurate and valid assessment. This is crucial for generating effective organizational interventions, fostering the development of authentic leaders, and improving the competitiveness of non-profit institutions.
... To measure the three components of governance practices deployed in LGA's infrastructure projects, we adhered to the methodological recommendations of Russell and Stone (2002) and Sendjaya, Sarros, and Santora (2008). ...
Project governance practices play a central role in the performance and success of initiatives, yet their contribution to the appropriation and sustainability of values remains underexplored, particularly in the infrastructure sector. This research, focused on La Grande Alliance (LGA) in the Baie-James region, investigates the effectiveness of governance practices through a mixed-methods approach combining semi-structured interviews, evaluation reports, and stakeholder surveys. The findings highlight the critical role of participative management at every stage of the process. During the definition of values, regular consultation, delegation of responsibilities, transparency, and decentralized leadership foster their appropriation. During the awareness and integration phases, collaborative leadership strengthens stakeholder engagement. Finally, in the monitoring and evaluation phase, ethical and collaborative decision-making ensures not only the appropriation of values but also their sustainability, encompassing aspects such as durability, socio-economic impact, and ecosystem protection. In conclusion, effective governance practices establish a participatory and coherent structure, enabling stakeholders to appropriate project outcomes while ensuring the long-term benefits of infrastructure initiatives in the region.
... Song (2020) developed a theoretical model that is mainly organic instead of mechanistic and includes awareness, healing, and forgiveness. Song (2020) also summarized five writers and their collaborators who established theoretical models (Laub, 1999;Liden et al., 2014;Patterson, 2003;Russell & Stone, 2002;van Dierendonck, 2011). ...
The world contains healthy and toxic leaders, and these leaders make an impact—for better or worse—on their followers. While healthy Christian pastors may exude humility and positively affect congregants, the issue of narcissism among pastors is more prevalent than one may expect. This article explores the literature related to humility, servant-leadership, and narcissism—painting the ideal of humble pastors, linking the ideal with servant-leadership, presenting the problem of narcissistic pastors, and moving toward the beginning stages of proposed solutions. Depending on the severity level, churches may opt for a period of renewed growth from the pastor or outright replacement of the pastor. The article concludes with recommendations for application and future research.
... Eva et al. (2019) describe servant-leadership as an approach focused on others, in which the individual needs and interests of followers are prioritized and concern is shifted from self to others within the organization and community. While attributes of servantleaders include listening, empathy, emotional healing, self-awareness, persuasion over positional authority, and a commitment to the growth of others and community building (Russell & Stone, 2002;Spears, 2005), likewise, ethics of care embodies a moral perspective centered on concern for others, especially those affected by decisions. The viewpoint that underscores the necessity of addressing the needs of others first is fundamental to both care ethics and servant-leadership. ...
This article begins by recalling the tragic loss of Giulia Cecchettin, an Italian university student who was brutally murdered by her ex-boyfriend. The exploration delves into the cultural and societal factors that contribute to violence against women, with an emphasis on the role of personal responsibility in perpetuating these harmful dynamics. It proposes the concept of servant-leadership as a means to counteract male dominance and work towards achieving gender equality. The research underscores the importance of self-reflection and forgiveness in understanding and altering individual contributions to gender violence. The final section explores the intersection between servant-leadership and the ethics of care, advocating for these approaches as transformative methods to traditional power structures, with the aim of fostering a more equitable and compassionate society. The study seeks to raise awareness of gender violence and propose actionable strategies for both individual and societal change.
... Several studies also suggested also suggested that leaders and their leadership style influence both their subordinates and organizational outcomes (Tarabishy, Solomon, Fernald, and Sashkin, 2005). Russell and Stone, (2002) states that leadership is an increasingly popular concept in the repertoire of leadership styles. It is systematically defined and supported by empirical research. ...
Small and medium enterprises play an important role in the economic growth and development through their active role as innovators and main agents of changes in the market. Every organization's main goal is to function effectively. The effective functioning of the organization is related to science, technology and human resources. Numerous studies have proven that the growth and development of any organization depends on effective leadership, mainly on leadership style. Therefore, it is important to understand the right leadership style that is needed according to the work environment and different situations. Our research considers the impact of transformational leadership style (idealized influence, inspirational motivation, intellectual stimulation and individual consideration) and the transactive leadership style (Management by expectation active (MBE-A), management by expectation passive (MBE-P), and Laissez Fair style (LF). A perfect leadership style ensures a good organizational climate, motivates and evaluates employees, offers opportunities for career development, ensures that employees have the necessary resources to be successful in their roles, increases their reliability by influences that the workers use their full potential and abilities to achieve a better performance, productivity, profitability and higher quality, as these are the main parameters that increase the effectiveness of the organization. The purpose of this study is to analyze the relationship between leadership behavior and effectiveness in small and medium-sized enterprises in the Polog region. For collecting the data, we did the survey of 75 employees thought the MLQ questionnaire with the main focus in evaluating the style. The SPSS program was used to process the data collected, through Cronbach Alpha test, to evaluate the reliability of variables and to minimize the eventual errors that can occur. The analysis of leadership behavior is based on the transformational and transactive style which are independent variables and the elements of effectiveness as dependent variables. The study reveals that there is a positive relationship between the transformational style of the leader and the effectiveness in the organization and a positive relationship between transactive style and the effectiveness in the organization which has impact in SME's performance.
... The core theme of the lead remains en route to assist the juniors in all respect whereas the servant leadership in particularizes the position of the retainer of employees, as a servant leader one should not be focused on self-interest but rather to pulled the motivation of others and fight for other interest within the organization (Russell & Stone, 2002). Servant leaders accord prominence to the feelings of their subordinates and motivate the followers to the achievement of goals by empowering the followers. ...
Purpose: Based on forcible illustrations theory of social identity and theory of the psychological contract, this research study properly investigates the potential effect of mediating factors like affective organization commitment and organization trust on servant leadership besides workplace divergent behaviour in the banking sector to mitigate the employee deviance incidents. Research Design/Methodology/Approach: Responses from 400 respondents from different banks were collected through a survey questionnaire to test the link among the variables by applying SEM using Amos. Findings: The firsthand result of this inclusive study showed that SL typically retains no direct relationship with WDB in the finance sector, however affecting organizational commitment and organizational trust merely explained the link between SL and WDB more effectively. Commercial Banking sector can eloquently improve the deviant behaviour of bankers by properly applying this pragmatic study, likewise existing policies can also be improved in fierce light of the extracted findings reported by this study. Originality: This study is in common a valuable addition to the existent literature proceeding leadership style and deviant behaviour based upon social identity, psychological contract theory and social exchange theory in the banking sector and mediating factors certainly affecting deviant behaviour and servant leadership. This needed research pointed exultantly out the causative factors that bridged the theoretical gaps between SL and WDB in the banking sector.
... Employees feel valued, supported, and empowered to contribute to change efforts, resulting in a more robust and enduring readiness to embrace organizational transformations. Understanding the intermediating role of FOC between SL and ERC is critical for organizational leaders and change agents (Russell & Stone, 2002). By addressing the factors contributing to FOC and promoting authentic servant leadership practices, organizations can cultivate a culture that fosters genuine commitment, collaboration, and resilience in the face of change. ...
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.
... Among multiple leadership approaches available that are suitable for changing conditions, and that relates to acquired personal capital as well as situational exigency of people and organizations, one non-traditional style is servant leadership. Servant leadership theory (Greenleaf 1970) is distinctive in its focus on how leaders' behaviors demonstrate a commitment to serving others rather than solely focusing on their work responsibilities (Russell & Stone, 2002; Van Dierendonck 2011). Instead of jobs and obligations, servant leadership holistically develops people and draws on making them an asset so they may help the organization achieve its goals (Liden at al., 2014). ...
The current research explores the project outcomes in healthcare sector of Pakistan by assessing servant leadership and team dynamics in the context of Situational Strength Theory. This research model examines the effect of servant leadership on project success via intervention of team effectiveness. Moreover, it also incorporates the moderating impacts of team level variables; team autonomy and task ambiguity in these relationships. The data is gathered from practicing health care project team members of Pakistan. Hence, for data analysis the Statistical technique Partial Least Square-Structural Equation Modelling (PLS-SEM) is employed. The findings indicate that project success is positively and significantly related with servant leadership. Servant leader increases the likelihood of project success and effectiveness directly at the team level. Mediation of team effectiveness between servant leadership and Project Success is also supported as the servant leadership practices nurtures the overall team process and foster team effectiveness. The moderation of task ambiguity is determined to be significant, while interestingly, that of team autonomy is found to be insignificant. The study also establishes the importance of servant leadership for evolving team effectiveness in project-based organizations for the achievement of project success. The results of this study are relevant for the advancement of project management practices, especially in the healthcare sector. This particular study offers practical recommendations to healthcare organizations with regard to successful implementations of effective leadership strategies that improve their team processes and enhance the attainment of desired outcomes for projects. The insights generated by this research add to the existing literature both in healthcare management and project management, fill a significant theoretical gap, and provide a basis for further studies on the role of leadership in complex settings where project organizations are involved.
... This helps servant leaders to use AI as a tool not only for further efficiency but also as an equity and inclusion promotion avenue within the organization. Russell & Stone, 2002. Another model that remains important is the Adaptive Leadership model, emphasizing the need for flexibility and resilience in light of change (Heifetz & Linsky, 2002). ...
Bu çalışmada, sağlık çalışanları üzerinde hizmetkar liderlik ile ilgili yürütülen çalışmaların teorik çerçevelerinin, ölçüm araçlarının ve anahtar sonuçlarının sistematik bir analiz yoluyla araştırılması amaçlanmıştır. Bu çalışma sistematik bir derleme niteliğinde olup Sistematik Derleme ya da Meta Analiz Araştırma Raporunun Yazımında Bulunması Gereken Maddelerle İlgili Kontrol Listesi (PRISMA) protokolüne göre yürütülmüştür. Çalışmaların %78,7’si 2020 yılı sonrasında, en çok 11 (%24) çalışma ile Çin’de gerçekleştirildiği görülmektedir. Araştırma kapsamına alınan çalışmalarda incelenen en geniş örneklem grubu 29 (%53) çalışma ile hemşirelerdir. Araştırma kapsamına alınan çalışmalarda, en sık kullanılan veri toplama aracı Liden ve arkadaşları tarafından 2015 yılında geliştirilen Servant leadership: Validation of a short form of the SL-28 ölçeğidir. Sağlık sektöründe hizmetkar liderlik ile ilgili yapılan çalışmalarda en çok iş davranışları (n=27) değişkenlerinin incelendiği görülmektedir. Hizmetkar liderliğin sağlık sektöründe çeşitli bireysel ve kurumsal sonuçları doğrudan ve dolaylı olarak etkileyen bir değişken olduğu görülmektedir. Dolayısıyla, sağlık hizmetlerinde hizmetkar liderliğin etkili bir şekilde uygulanmasının hem sağlık çalışanları hem de hasta sonuçları açısından kuruluşlara ve sektöre ciddi katkılar sunabileceği gözlemlenmektedir.
Purpose
This paper aims to elucidate the efficacy of supervisor servant leadership (SL) as a strategic tool for preparing employees for organizational change and adeptly guiding them through the transformation process. Specifically, the study investigates how such leaders cultivate emotional intelligence among employees, bolstering their capacity to cope with, and resiliently resist, change.
Design/methodology/approach
Our data were gathered from a cohort of 205 hotel employees following a period of substantial organizational change and uncertainty. Structural equation modeling analysis (Smart PLS 4.0) was applied to rigorously test the hypotheses formulated.
Findings
Supervisors’ SL has a diminishing effect on employee resistance to change (RC), albeit indirectly. More precisely, the study reveals that supervisors' SL indirectly influences employees’ RC by elevating their emotional intelligence.
Research limitations/implications
The findings provide novel human resources (HR) insights concerning the mitigation of employee RC. As organizational change becomes inevitable, HR managers can leverage these insights to prepare and facilitate processes of change.
Practical implications
Organizations should promote SL by incorporating it into leader selection and offering training programs. Additionally, they should invest in emotional intelligence development through workshops, role-playing and case studies to reduce RC, enhance decision-making and improve stress management.
Social implications
Our findings provide practical strategies for reducing RC among workers, which can yield positive outcomes, such as diminished stress levels and improved mental health for employees during times of change.
Originality/value
This study is a pioneering work underscoring the pivotal role of SL in alleviating employee RC while highlighting that this effect is entirely mediated through employees’ heightened emotional intelligence.
Background
Physician burn-out was associated negatively with physicians’ health, patient outcomes and healthcare system performance. Reducing physician burn-out may potentially benefit physicians and patients, improve healthcare performance and reduce societal healthcare costs.
Aim
The purpose of this study was to clarify the relationship between transformational and servant leadership behaviours and physician burn-out.
Methods
A cross-sectional, non-experimental quantitative correlation study was conducted using scores on the Maslach Burnout Inventory, Global Transformational Leadership Scale and Servant Leadership Behaviour Scale–6-item Short Form. The data were obtained by an online survey of physicians working at a metropolitan hospital in Australia.
Results
82 physicians participated in the study. The result showed significant correlations between transformational and servant leadership and lower physician burn-out, particularly in supporting fellow physicians’ personal accomplishments, a burn-out construct (Pearson r=0.42 and 0.32, respectively). Among the constructs of transformational leadership, leaders who are clear about their values and demonstrate them in their actions correlate strongly with the constructs of burn-out. In servant leadership behaviours, helping subordinates generate meaning out of everyday work was the most influential factor in fellow physicians’ burn-out. The finding may be related to the effects of observing the positive values and actions of their supervisor and the physicians’ own understanding of the value of their work.
Conclusions
A positive role model and the meaning of everyday work could be protective against physician burn-out. Positive role modelling and mentorship may be relevant in physician supervisor training. Encouraging physicians to discover meaning from their everyday work may help to promote physician well-being.
The current study aimed to identify the essential leadership competencies required for school leaders to achieve the vision of creative schools, with the objective of fostering innovative schools in Arab communities and enhancing their global competitiveness. Using a descriptive qualitative approach, the study employed the Delphi method to establish a consensus on leadership competencies through three iterative rounds. The sample comprised 14 experts, including five female academics, selected from Omani universities during the 2023–2024 academic year. Structured interviews were conducted, featuring one open-ended question alongside eight standardized questions for all participants. The findings revealed 12 essential leadership competencies and 46 specific indicators, with a high level of expert agreement confirmed through the Cooper equation. The study offers significant practical implications by providing a roadmap for educational policymakers and school administrators to enhance the quality of education and school performance. By focusing on the development of leadership competencies, the study supports schools in achieving the Creative School vision, increasing their competitiveness, and contributing to knowledge-based communities. Moreover, its outcomes serve as a foundation for professional development programs aimed at equipping educational leaders with the skills necessary to drive innovation, improve educational outcomes, and build a sustainable, knowledge-driven future. Received: 1 November 2024 / Accepted: 4 February 2025 / Published: 06 March 2025
This chapter provides a comprehensive guide for African managers seeking to understand the sustainability and resilience factors in responsible innovation projects. This chapter emphasizes the relevance of project management standards, African management practices, and the unique African context, offering an opportunity to improve protocols for managing resilience and sustainability in innovation projects. The chapter has four key objectives: to document responsible innovation, resilience, and sustainability in project management; to identify factors that facilitate or hinder these elements; and to model these factors in the African context. The study includes three subgroups of participants: project leaders in renewable energy, agropastoralism, and agribusiness in Chad; managers of 188 innovation projects applying African management practices and ISO standards; and key stakeholders in organizations funding responsible innovation projects. Using a mixed-methods approach, the research deconstructs the innovation project cycle from design to implementation. The findings reveal that African management practices promote sustainability and resilience at the design stage, while ISO standards are key drivers during implementation. The integration of both factors enhances the sustainability and resilience of responsible innovation projects. This chapter is valuable for researchers and project managers, offering new insights and variables for strengthening project outcomes in the African context.
The exploration of job satisfaction, understood as a result of an organizational intelligence process aimed at optimizing resources, is the objective of this work. A non-experimental study was carried out with a non-probabilistic selection of 350 social work professionals. An exploratory factor structure was observed that explained 80% of the total explained variance, although the research design limits the results to the scenario, suggesting the extension of the model and its contrast in other contexts.
This paper aims to unpack how the concept of servant leadership is perceived from Liberal Studies graduates living at the margins of society. Anchoring this research in the work of Jesuit Worldwide Learning (JWL), a faith-based organization providing higher education to displaced and poor communities, this paper seeks to deconstruct the assumption present in the literature of an ‘already-in-power’ servant leader by focusing on servant leaders in vulnerable and marginalized places, where they would be most needed. This article synthesizes the voices of more than 100 graduates from the Diploma in Liberal Studies program and looks at how graduates define servant leadership from the unprivileged perspective and how these graduates could develop and apply this approach in their daily life. Through this analysis, certain values and skills emerge, which permits a contribution to mapping a servant leader’s attributes. This paper concludes on the effect of democratizing the definition of servant leadership with the aims of serving a wider population and having a stronger impact on communities.
Spirituality is slowly becoming a means to maintain mental balance than just being an elusive point of super-natural state. In this context, Yoga has become a very popular and effective tool among the masses. It is not just the physical practices, but also the ancient philosophy (darshan) which is getting its due attention in present times. Maharishi Patanjali’s Yogasutra stands out for its practicality, brevity, and clarity among many books on yoga philosophy. The Ashtanga Yoga (eight-limbs) framework is the best-known extract from this timeless wisdom, and can be used as a potent tool for getting a balanced state of mind. The framework includes- Yama, Niyama, Aasan, Pranayam, Pratyahaar, Dharana, Dhyana and Samadhi. The chapter focuses on the two primary limbs in the ashtanga yoga framework- Yama and Niyama, and looks them through the perspective of modern-day work environment. Yamas are the restraints that a yogi must practice while dealing with the outer world, while Niyamas are the duties that a yogi must observe for the self. The article explains the meaning, the differences, the relevance, and the applications of each of the five yamas and five niyamas. The content and inferences of the study can be of great help for organizational leaders to not only have a positive work environment, but also a stable and peaceful state of mind for themselves.
Due to the executives’ key role in the business sphere, organisations have shown great interest and
investment in developing their executives to understand their work context and the people they
work with so that a constructive, productive and healthy environment can be created in the
workplace. One way in which executives can be assisted to learn as well as develop themselves is
executive coaching. However, executive coaching is still a young research field, with the practice
in this field ahead of the relevant theory. It is necessary for executive leadership coaching theory,
frameworks, and models to be critically reviewed, and a focus on Positive Psychology Coaching
as well as Cognitive Behavioural Coaching will offer greater insight.
This study used an exploratory qualitative constructivist research approach, to gain insight into
executive leadership coaching, allowing the researcher to focus on greater understanding of this
complex social phenomenon. The researcher adopted a critical analysis strategy of existing
secondary sources, followed by a deductive content analysis to retest the existing knowledge in a
new setting, through the analysis of models, concepts, and categories. The research was limited to
testing existing exploratory models or theories about executive leadership coaching against the
data, moving from a more general and abstract focus to a more specific and concrete one. However,
the study does not seek to operationalise the findings.
The critical content analysis in the study discovered various elements necessary for effective
executive leadership coaching and these are: coaching process aspects; personal development;
leader and leadership competencies; personality traits and behaviour; business environment and
context; relational and team leadership; diversity and culture; and leadership style and influence.
The main contribution of the study was the development of an executive leadership coaching
framework that describes all the steps in a full coaching intervention.
This paper examines love as a concept for advancing our understanding of the ethics of leadership. We draw upon writings that consider love to be at the heart of modern subjects’ search for meaning and affective attachment to organisation – necessitating, we argue, an exploration of leadership too in these terms. Existing works on leaders’ supposed love for those they lead are considered. These serve as a springboard from which to undertake a philosophical examination of two dominant formulations of an ethics of love in Western culture: neighbour and agapeic love. Neither of these conceptualisations, we argue, suffice as an understanding of leadership. We draw upon Kierkegaard to highlight the category error of conceptualising leadership in terms of neighbour love, and feminist writings to highlight the deeply problematic sacrificial demand at the heart of agapeic love. Drawing attention to the plenitude of other loves yet to be explored by business ethics scholarship, we propose two organising foci for advancing our understandings: a focus on humanising love by leaders, and a focus on problematising love of leaders.
The research aimed to explore the impact of Leadership and Interpersonal Communication on the Organizational Commitment of Astra Motor Padang Jati employees in Bengkulu City. The study employed a quantitative approach, encompassing all 40 employees of Astra Motor Padang Jati Bengkulu City, chosen through total sampling. Data collection involved observation and questionnaires, and analysis was performed using the Multiple Linear Regression Test. The results highlighted the significant influence of Leadership on organizational commitment, supported by t-test findings (t_hit> t_ (α / 2) (3.493> 2.026, sig α = 0.001 <0.050), rejecting H_0 and accepting H_a. Similarly, Interpersonal Communication had a significant impact on organizational commitment, confirmed by t-test results (t_hit> t_ (α / 2) (2.689> 2.026, sig α = 0.011 <0.050), rejecting H_0 and accepting H_a. Furthermore, the combined effect of Servant Leadership (X_1) and Interpersonal Communication (X2) on Organizational Commitment (Y) at Astra Motor Padang Dealer, Bengkulu City was significant (F_count> F_Tabel, 53.112> 2.249, sig α = 0.000 <0.050), rejecting H_0 and accepting H_a. The coefficient tests revealed R = 0.864 and R ^ 2 = 0.742, indicating that 74.2% of Organizational Commitment (Y) at Astra Motor Dealer Padang Jati Bengkulu City was influenced by Servant Leadership (X_1) and Interpersonal Communication (X2), leaving 25.8% influenced by other unexamined variables.
How and why does servant leaders' behavior influence both performance (individual and collective) and emotional exhaustion within dynamic and extreme environments such as those of firefighters? We develop and test a multilevel model that integrates the principles of servant leadership with social exchange theory to explore how servant leadership positively influences collective task performance and how it strengthens adaptivity at the individual level and reduces emotional exhaustion. Our four‐wave and three‐source study sample comprised 303 firefighters nested in 45 fire stations. The results of multilevel structural equation model (MSEM) analyses indicate that at the individual level, servant leadership significantly predicts high adaptivity and low emotional exhaustion through the mediating influence of firefighters' felt trust and the trust climate. The implications of our results for theory and practice are discussed.
Háttér és célkitűzések: A 21. század okozta kihívások és a kiszámíthatatlanul, folyamatosan változó környezet óriási kihívás elé állítja a szervezeteket és a vezetőket. Mindezek olyan bizonytalan környezetet teremtenek, amelyben az alkalmazkodás, a tágabb perspektíva és a tudatos jövőorientáció egyre kívánatosabb cél. Erre az igényre válaszul emelkedett ki a generatív vezetés felfogása, amely egy olyan keret, amely realisztikus, innovatív és hatékony megközelítést kínál a ma vezetőinek. Tanulmányunkban a generatív vezetés koncepcióját járjuk körbe, annak hasonlóságait és különbségeit a kortárs vezetéselméletekhez képest, annak érdekében, hogy megkíséreljünk választ találni arra a kérdésre, hogy vajon a generatív vezetés tekinthető e különálló vezetési stílusnak. Eredmények és következtetések: A tárgyalt vezetéselméleti megközelítések közül az etikus vezetés a generatív vezetés alapjának tekinthető. Míg a tranzakcionális vezetés a legélesebben elválasztható megközelítés, addig a szolgáló, az autentikus és a transzformatív vezetés nagy átfedéseket mutat a generatív vezetéssel. Azonban a generatív vezetés egyedülálló jellegzetessége, hogy alapvetően normatív természetű, mély értékekben gyökerezik, és egy identitásmunka eredménye, amelyet szocializációs hatások következtében és az élettörténet narratív konstrukciója által érhet el az egyén. A generativitás egy olyan kulcsfontosságú vezetői jellegzetesség, amelyet az idősebb vezetőknek el kell érniük, hogy hatékonyak maradjanak, és fiatalabb vezetőket is versenyelőnyhöz juttathat.
Este estudio se concentra en evaluar la eficacia del liderazgo de servicio en el cambio organizacional a nivel mundial. Utilizando una metodología analítica y descriptiva, se recopilan datos de artículos académicos, enfocándose en aquellos con instrumentos psicométricos validados para medir el liderazgo de servicio. Los resultados revelan una preferencia significativa por el liderazgo de servicio sobre otros estilos, destacando su impacto positivo en la satisfacción laboral y la eficiencia organizacional. Las conclusiones sugieren que este estilo de liderazgo, que pone énfasis en servir a los demás, es un enfoque efectivo para fomentar un entorno laboral positivo y promover el bienestar de los empleados, conduciendo a una mejor retención y productividad del personal.
This chapter delves into the transformative potential of Servant Leadership in advancing school effectiveness, exploring its theoretical underpinnings and practical implications within educational settings. By prioritizing empathy, inclusivity, and ethical governance, Servant Leadership fosters environments conducive to the holistic development of students and educators alike. Through a nuanced analysis of relational dynamics, professional development, and organizational health, the text offers insights into overcoming implementation challenges and underscores the model's capacity to navigate the complexities of contemporary education. Looking ahead, it posits a future where Servant Leadership principles guide institutions towards societal contributions, highlighting its role in cultivating a generation of ethical, engaged citizens.
In tracing the intellectual roots of business leadership over the last one hundred years, award winning author Gilbert W. Fairholm argues that until recently, spirit and soul have been absent from the major models. After outlining the elements of the five major ideas about leadership, he goes on to define and make operational a new focus that must exist in order to truly understand the leaders' role in relation to workers.
The study begins with scientific management and traces the evolution of leadership ideas through the quality movement, on to values-, culture-, and trust-based leadership models, and concluding with an emphasis on spirit in the workplace. It suggests that the leader in the twenty-first century will need to embrace a leadership style based on the main premise of each model along with a focus on ethics, community, service, and spirituality.
This book seeks to promote a new spiritual approach to organizational leadership that goes beyond visionary management to a new focus on the spiritual for both leader and led. Reflecting on the current crisis of meaning in America, this book takes up the search for significance in peoples' worklives—in the products they produce and in the services they offer. Recognizing that the new corporation has become the dominant community for many— commanding most of our waking hours by providing a focus for life, a measure of personal success, and a network of personal relationships—Fairholm calls on business leaders to focus their attention on the processes of community among their stakeholders: wholeness, integrity, stewardship, and morality.
Spiritual leadership is seen here as a dynamic, interactive process. Successful leadership in the new American workplace, therefore, is dependent on a recognition that leadership is a relationship, not a skill or a personal attribute. Leaders are leaders only as far as they develop relationships with their followers, relationships that help all concerned to achieve their spiritual, as well as economic and social, fulfillment.
Leadership is not something one does alone. It is an expression of collective, community action--unified action of leaders and followers who trust enough to jointly achieve mutual goals. The task of creating a culture conducive to interactive trust is perhaps the preeminent leadership task. This practical guide identifies the key elements leaders need to manipulate to create such a trust culture in any work environment. By learning to shape culture to meet changing needs--by learning to be continually responsive to the organization's vision as well as to the needs of a changing follower core--the leader can create the situation necessary for any successful organization, one where followers can trust others and feel free to work together to gain mutually desired goals.
Textbook introducing and describing Level Three Leadership focusing on the power of influence at the level of our semi-conscious Values, Assumptions, Beliefs and Expectations about the way the world is or should be.
"The direction and vitality of corporate America and its managers cannot be fully understood without knowing more about the values and visions of the men and women who manage it" is as true today as it was ten years ago when we originally reported on a nationwide survey of managers and their values. This study, involving over 1,500 managers, replicates our earlier research and reveals that certain values are enduring (such as what we look for in leaders), while other values are changing (such as how we balance personal and work demands).
Leadership is the driving force in societal and organizational change. Without a recognized leader, status quo becomes acceptable and the desire to grow and achieve higher goals never develops. Strong, compelling leadership is at the root of all great accomplishments and a lot of routine work. Leaders create follower attitudes that allow them to trust their leaders. Trust is at the root of all great leadership. Leadership and trust have a unique relationship, one means little without the other. Leadership that is born and kept alive by follower trust is Trust Leadership.
In this article, we focus on the concept of leadership ethics and make observations about transformational, transactional and servant leadership. We consider differences in how each definition of leadership outlines what the leader is supposed to achieve, and how the leader treats people in the organization while striving to achieve the organization's goals. We also consider which leadership styles are likely to be more popular in organizations that strive to maximize short run profits. Our paper does not tout or degrade any of these leadership theories. Instead, it points out which theories allow reason to play more than a minimal role in ethical decision-making, as well as those that are most consistent with a firm's desire to achieve efficiency in the short run. We explain our view that the way leadership is practiced in large, bureaucratic organizations suggests that ethics is often absent from the leader's decision-making process. Consequently, we suggest that before we engage in a meaningful dialogue about what kind of leaders we might really want in business, we must consider how much short-run profit we are willing to forego in exchange for more ethical corporate cultures.
Executive Summary Servant Leadership received attention in the popular press, but little empirical research exists to support the theory or the anecdotal evidence used in the popular press material. The authors of this paper present a model of servant leadership based on the variables of vision, influence, credibility, trust, and service identified in the academic and popular press literature. Other researchers are encouraged to engage in the empirical research activities required to advance this stream of literature to its next phase of maturation.
Organizational effectiveness depends upon a capacity to build and
maintain an identity congruent with environmental realities. Much recent
literature on leadership insists upon the leader as holder of vision and
values. Here, this literature is reviewed and is seen to create problems
for the leaders themselves, for other persons in organizations and for
the organizations. Argues for a synthesis of values and vision with the
need for systemic wisdom, in which leadership is a form of service.
This paper reviews the existing literature regarding values in leadership. It identifies issues relating to both personal values and organizational values. The literature indicates that values affect leader behavior, as well as organizational performance. The paper also provides an overview of servant leadership theory and extrapolates applications of the values in leadership literature to three aspects of servant leadership: trust; appreciation of others; and empowerment. Values constitute the foundation of servant leadership. Fundamentally, leader values may be the underlying factors that separate servant leaders from all other leadership types.
Perspectives concerning the need for a more caring, serving society and for raising the serving capacity of institutions in society are considered. It is suggested that in the university there should be a more determined effort to develop the servant leadership potential that exists among students. Although students with athletic potential find elaborate coaching resources available, nothing explicit is done in the crucial undergraduate years to develop leadership potential. This situation might be addressed by the rare professor who independently takes an interest in this aspect of student growth. Additionally, a college president could personally offer to lead a noncredit seminar for elected student leaders. The agenda of the seminar might be discussions with invited resource people and sharing between the president and the student leaders on matters of mutual concern in their current leadership roles. Young people can be helped to accept the world and to believe that they can learn to live productively in it as it is, to make a small part of the world a little better. The potential role of seminaries and foundations in encouraging servant leaders and bringing together communities of seekers is noted. Important to receiving, communicating, and responding to liberating visions are immersion in the experiences the world offers, acceptance of people involved in these experiences and learning what motivates them, and being open to receive and act upon what inspiration offers. (SW)
This book on institutional leadership and in particular on how to develop a leadership style that springs from a shared vision of an organization's future, or "visionary leadership," contains nine chapters divided into three parts. Part 1, "What Vision is and Why It Matters," contains two chapters, which define vision, explain why it is important and show how it is different from missions, goals and strategies. Part 2, "Developing the Vision," described the mechanics of the vision-forming process by presenting a case study of a pet food manufacturer that is discussed in all four chapters of this part, i.e., chapter 3 introduces the case study; chapter 4 presents guidelines for developing the scope of the vision; chapter 5 follows with a discussion of how to think about the future of the organization in a systematic fashion; and chapter 6 shows how to formulate alternative visions and then how to pick the one that is right for the organization and all its constituencies. The three chapters of part 3 discuss the process of implementing the vision: chapter 7 focuses on how to translate the vision into reality, and chapters 8 and 9 summarize the lessons of the book. The appendix illustrates how the process of developing vision can be applied to a typical government agency. Included are an index and 55 references. (JB)
Scholars in various disciplines have considered the causes, nature, and effects of trust. Prior approaches to studying trust are considered, including characteristics of the trustor, the trustee, and the role of risk. A definition of trust and a model of its antecedents and outcomes are presented, which integrate research from multiple disciplines and differentiate trust from similar constructs. Several research propositions based on the model are presented.
In this new book, Peter Block shows managers how to break out of the bureaucratic mode of thinking and take more responsibility for the workings of their unit. He explains how managers can become empowered to make positive changes in their organizations while avoiding the traditional—often destructive—political power plays that can alienate those above and around them.
Block shows how to create an organization where people take rather than avoid responsibility, where reasonable risks rather than caution are valued, where getting results is more important than pleasing others, and where substance is more important than form. He explains how to foster relationships with subordinates and bosses that encourage responsibility, self-expression, and commitment. And he shows managers how to create methods of handling meetings, restructuring units, and managing communication that match their views of how the organization should operate. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
High performance, creativity and trust is impossible when people are afraid to tell the truth. With this in mind, this new edition shows managers and executives how to eliminate fear, encourage top employee performance, and increase corporate competitiveness. The authors interviewed 260 people at 22 organizations, from line workers to CEOs, to get a handle on work-related fear and what managers can do about it. The authors defined "fear" as the belief that speaking up about on-the-job concerns may result in adverse repercussions. They found that it is an anxiety for a staggering 70 percent of the interviewees, most of who especially dread "undiscussables," sensitive issues that need to be talked about and resolved but aren't. They tell us why fearful workers lose pride and motivation, increase defensive behavior, seek revenge, and hide failure.
The authors believe that supporting certain behaviors—respect, honest, constructive feedback, and humor, for instance—is a start. They show readers how to discuss undiscussables, how to recognize and break the cycle of mistrust, and how to initiate collaborative decision making. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A field study was conducted to discover how a manager's use of 9 different influence tactics is related to target task commitment and the manager's effectiveness. The variables were measured with a questionnaire filled out by subordinates, peers, and the boss of each manager. The most effective tactics were rational persuasion, inspirational appeal, and consultation; the least effective tactics were pressure, coalition, and legitimating. Ingratiation and exchange were moderately effective for influencing subordinates and peers but were not effective for influencing superiors. Inspirational appeal, ingratiation, and pressure were used most in a downward direction; personal appeal, exchange, and legitimating were used most in a lateral direction; coalitions were used most in lateral and upward directions; and rational persuasion was used most in an upward direction. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Frequently social theorists conflate power and influence, often subsuming influence under a broad conception of power. Two
contemporary theories separate them. Elementary theory has investigated power, status characteristics and expectations states
theory has investigated interpersonal influence, and neither theory has considered the phenomenon of the other. We use the
two theories to explain how power produces influence and how influence produces power. We develop a theory that shows how
the emotional reactions of group members mediate the influence produced by power. We examine some new data and hypothesize
that influence produces power. We trace the consequences when power and influence are opposed within a single relationship.
Implications outside the limitations of the laboratory are discussed along with new hypotheses to be tested.
Incluye índice Incluye bibliografía Contenido: Liderazgo para un futuro exitoso. Cómo usar este cuaderno de trabajo. La crisis de liderazgo. Conociéndose a ti mismo. Creando y comunicando una visión. Manteniendo la confianza a través de la integridad. Realizando la intención a través de la acción.
Everyone talks about empowerment, but it's not working. CEOs subtly undermine empowerment. Employees are often unprepared or unwilling to assume the new responsibilities it entails. Even change professionals stifle it. When empowerment is used as the ultimate criteria of success in organizations, it covers up many of the deeper problems that they must overcome. To understand this apparent contradiction, the author explores two kinds of commitment: external and internal. External commitment--or contractual compliance--is what employees display when they have little control over their destinies and are accustomed to working under the command-and-control model. Internal commitment occurs when employees are committed to a particular project, person, or program for their own individual reasons or motivations. Internal commitment is very closely allied with empowerment. The problem with change programs designed to encourage empowerment is that they actually end up creating more external than internal commitment. One reason is that these programs are rife with inner contradictions and send out mixed messages like "do your own thing--the way we tell you." The result is that employees feel little responsibility for the change program, and people throughout the organization feel less empowered. What can be done? Companies would do well to recognize potential inconsistencies in their change programs; to understand that empowerment has its limits; to establish working conditions that encourage employees' internal commitment; and to realize that morale and even empowerment are penultimate criteria in organizations. The ultimate goal is performance.
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The Learning of Love: A Journey toward Servant Leadership
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