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Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness
... The leader exists to serve those whom he or she nominally leads. True leadership emerges from those whose primary motivation is a desire to help and empower others (Spears 1995;Greenleaf 1977Greenleaf , 1978. Leadership service transcends self-interest in order to serve the needs of others, by helping them grow and develop, and providing them the opportunity to gain materially and emotionally (Daft and Marcic 2001). ...
... This is grossly wrong. The ideal leaders expected in the knowledge society must be those who believe in service as leaders who set ethical practice at the top, have a vision and know how to communicate it, care about people and their success, believe in empowering and maximizing employees' satisfaction and encouraging teamwork, and believe they have the duty of stewardship, considering the higher values of truth, justice, peace, compassion, and human dignity as found in numerous studies (Gerstein et al. 2016;Levine 2015;Greenleaf 1978;Greenleaf 1977;Hess 2013;Spears 2010;Lynch and Friedman 2013). This is certainly true for application in universities where the major asset is the intellectual abilities of its lecturers. ...
... This means the heads of departments are able to use their ethical principles to help faculty members to attain goals represented by successes and achievements. Literature abound explaining the established fact that leaders influence followers/employees towards the achievement of organizational goals and objectives (Bandura 1986;Greenleaf 1978;Greenleaf 1977;Certo and Certo 2006;Daft 1997;Stoner et al. 1995;Kinard 1988). Figure 1 as found below is the conceptual framework developed from the empirical data. ...
The current study highlights Ghanaian universities’ heads of department’s ethical principles and the influence on the attainment of departmental goals. Two reputable universities were selected as the focal of the study. The purpose of the study was to motivate ethical leadership practices as essential ingredients for the attainment of departmental goals. The empirical data set was generated through a number of individual face-to-face interviews with thirty heads of departments in two universities in Ghana to explore their ethical practice. Thematic analysis was used for the data analysis. It was found among others that ethical principles influence departmental goal attainment. The conclusion drawn from the findings brought to fore that leadership ethics was central to leaders’ goal attainment thus ought to be enforced. The current study is useful for educational researchers and policymakers, educationists and educational leaders such as heads of departments, dean of faculties/schools, lecturers and other stakeholders interested in educational leadership ethics. The paper can also inform policy on leadership studies and development and help design best practices of leadership in universities. It is recommended that educational leaders be mindful of ethical values since they influence the attainment of their goals. There is a novel leadership ethics and goal attainment framework developed by the researcher that speaks volumes regarding the subject-matter. It is a major contribution to scholarship in the leadership literature.
... It's been gaining momentum since its establishment, with several organizations already adopting it. The goals of servant leaders are to encourage and support followers in achieving their unique potential (Greenleaf, 1977;. To do this, servant leaders develop a human understanding of their followers (Liden et al., 2008). ...
... In order to create a better society, servant leaders act in a way that benefits their subordinates (Greenleaf, 1977;. According to Kiker et al. (2019), the role of the police leader in fostering better relationships between the police and the community is closely connected to the servant leader's initiatives to empower the group and its members to serve the community and foster greater community development. ...
... Servant leadership is a viable solution or alternative to this leadership challenge. It provides the opportunity for leaders to put an alternative thought process into practice to confront our changing world (Daft, 1998;Greenleaf, 1973Greenleaf, , 1977Greenleaf, Frick, & Spears, 1996;Greenleaf & Spears, 1998;Spears, 1998). ...
This review paper advances our knowledges in leadership by providing a detail discussion on servant leadership evolution and the current leadership theories which is relational leadership theories. According to the paper, a servant leadership paradigm's pervasive notion of service permeates the relationship between leaders and followers (Greenleaf: 1977) and encourages workers, which may serve as a bridge to start reestablishing community relations (Lester, 1983: 173; Whitson, 2020: 241). The fundamental tenet of servant leadership is that those who put their followers' needs ahead of their own are the ones who will most effectively motivate their flock (Greenleaf, 1970). Humble leaders foster great relationships with followers and motivate them to put their all into their work because they care more about others than themselves (Owens & Hekman, 2012). According to the philosophy of servant leadership, the leader must first put the interests of the followers first before serving the mentor (Burch, Swails, & Mills, 2015; Spears, 2010; van Dierendonck, 2011). The servant leader is someone of character and moral impact who prioritizes the needs of others while being a strong communicator, a compassionate team builder, and a systems thinker with vision, according to Greenleaf, the author of the foundational research on the servant leadership theory (Greenleaf, 1977). After reading the literature on servant leadership, which is not a novel idea and can be connected to the example of figures like Mahatma Gandhi, Martin Luther King Jr., and Mother Theresa who advocated it as the best way to approach leadership (Sendjaya & Sarros, 2002). The work of Robert Greenleaf, who more than 30 years ago invented the term "servant leadership," brought the idea back into the academic literature (Dannhauser, 2007). Many well-known leadership writers and thinkers adopted a new way of thinking as a result of Greenleaf's ideas on leadership. Despite initial opposition to the idea, which was mostly due to perceived contradictions in and misconceptions of the language, servant leadership has gained momentum as shown by the rising number of research works on the topic (Sendjaya & Sarros, 2002; Van Dierendonck, 2011).
... For long-term organisational commitment, servant leadership supports followers' growth and well-being (Hoch et al. 2016). It exemplifies how the leader-follower connection is enhanced through servant leadership and real concern and service for those under leadership (Greenleaf, 1977;Van Dierendonck & Nuijte, 2011). Considering the effects of servant leadership on various outcomes has been a popular topic in leadership studies for many years (Brown & Bryant 2015). ...
... More than 30 years ago, the notion of servant leadership was established as a type of leadership that places emphasis on personal integrity and supports the well-being of others, particularly followers (Greenleaf 1977). (Ehrhart 2004). ...
... When it comes to being a good servant leader, you must put the needs of people first, view their advancement as a goal, and care for the lowest in society. To them, leadership isn't about being powerful or passive; it's about serving others (Ehrhart 2004;Greenleaf 1977;Luthans and Avolio 2003). Servant leadership varies from other kinds of leadership in at least three ways: When it comes to leadership, servant leadership regards followers as the ultimate goal rather than only a means to achieve that goal (as is the case with transformational and charismatic leadership) (e.g. ...
Throughout human history, the value of groups of individuals working together to achieve, conquer, and discover has been emphasised. Teams and organisations are increasingly relied upon to perform a wide range of duties, from product creation to service production, in today's world. People's motivation and effort may be affected by collaborative efforts, which can result in significant losses for groups as well as lower productivity for businesses. As a phenomenon known as "social loafing," the tendency of other team members not to put in their fair share of effort and do less than they might when working in teams is one of the most important factors affecting group success. An important contribution to our knowledge of servant leadership, social loafing, and the sense of duty in the workplace is provided by this study's examination and analysis of relevant literature as well as theoretical underpinning and empirical investigations. There are several theoretical and empirical possibilities for further study in the areas of servant leadership, social loafing, and felt obligation.
... Servant leaders should always be recognizable by their virtuous character, which significantly impacts their disposition toward others. In particular, Greenleaf (2002) stresses their ability to listen deeply (pp. 30-31) and empathetically (pp. ...
... Greenleaf provides a paradigm for understanding how those at the top may facilitate democratic deliberation about an organization's noble purpose and whether the organization is genuinely delivering on it. Rather than upper management personnel viewing themselves as a "loan chief," Greenleaf (2002) says that institutions serve individuals' good and the common good when the highestranking leaders instead view themselves as "the first among equals," meaning that they invite deliberation with those who are most directly involved or impacted by the practice-based work at hand (p. 79). ...
... The following account of foresight segues into the final virtuous disposition of servant leaders that we deal with here -their demonstration of stewardship and their desire to build healthy community. Managers and other leaders who find themselves in the role of what Greenleaf (2002) refers to as a "trustee" are especially responsible for being wise stewards of their organization's resources (p. 54). ...
This chapter imagines the case of a leader named John who faces a moral dilemma while managing his team of developers at a social media organization. We show how John draws on virtues and character traits informed by the paradigm of servant leadership to promote democratic deliberation across his team about how to move forward in light of existent challenges to their organization’s noble purpose. The chapter ends with a challenge for all individuals to consider what it might look like to embrace the paradigm of servant leadership within their spheres of influence.
... Robert Greenleaf (1977) developed the theory of servant leadership. He is of the view that persons who are natural servants and those who understand they are servants first, are more likely to meet the "highest needs" of others "than the person who is leader first and later serves out of prompting of conscience or in conformity with normative expectations" (1977,14). ...
... Motivating workers and creating the right environment to motivate workers is not the primary objective for transactional leaders. Greenleaf (1977) added that servant leaders influence by example; by acting on what the leader believes. Greenleaf (1977) and Burns (1978) focus on others in the leadership-follower process. ...
... Greenleaf (1977) added that servant leaders influence by example; by acting on what the leader believes. Greenleaf (1977) and Burns (1978) focus on others in the leadership-follower process. ...
Douglas McGregor (1960) a thinker, leader, management and leadership theorist postulated over threedecades ago that every leader has core assumptions about human nature and these assumptionsinfluence the style of leadership practiced by the leader. McGregor’s views on leadership are importantbecause he was the first to apply behavioural science findings to the world of business and leadership.He postulated the core leadership assumptions (Theory X and Theory Y) to assist leaders questiontheir underlying assumptions and perceptions about people.
... Cinco principais abordagens podem ser destacadas no que se refere as teorias de liderança: Personalidade, na qual as definições de liderança estão centradas em torno das características, atributos e qualidades internas dos líderes (HORNER, 1997); Comportamental, cujo enfoque está no comportamento dos líderes enquanto forma de identificar a melhor maneira de exercer a liderança (KATZ; KAHN, 1978); Contingencial, é uma categoria que desafia não haver uma maneira correta de liderar/organizar, e que o estilo de liderança que é operacional em algumas circunstâncias pode não ser eficaz em outras (GREENLEAF, 1977); Transacional, está centrada na liderança como um processo contratual ou de troca entre líderes e seguidores, no qual o líder oferece recompensas em troca do desempenho do seguidor de acordo com as expectativas estabelecidas (GROVES; LAROCCA, 2011) e por fim a abordagem Transformacional, que enfatiza os líderes sendo influentes por desenvolver e comunicar uma visão coletiva, e inspirar os seguidores a olharem além dos interesses próprios para o bem da equipe e da organização (GROVES; LAROCCA, 2011). A figura 1 resume as abordagens da liderança que serão apresentadas, consoante adaptação do trabalho de Van Seters e Field (1990). ...
... Há um consenso de que as teorias da contingência são uma categoria comportamental que desafia não haver um melhor modo de liderar, e que o estilo de liderança que é eficaz em algumas circunstâncias pode não ser em outras (GREENLEAF, 1977 ...
... As discussed earlier in this volume (Lemoine & Blum, 2020), servant leadership's major point of distinction from other relational forms of leadership is its attention to multiple stakeholders (Greenleaf, 1977). Greenleaf himself referred to these stakeholders as "constituents" or "all interested parties" (1977: p. 172) and argued that effective leaders must consider the impact of their actions on all of them. ...
... Servant-leaders also liberate followers to choose whom they should follow-to reject the coercive influence of manipulative, self-serving leaders, for instance. As a result, servant leadership helps followers grow freer and more autonomous (Greenleaf, 1977), unshackled from overdependence on others and coercive influence that diminishes them. Servant leaders' core belief in empowerment cultivates an underlying motivation to help followers achieve self-determination. ...
Previous chapters in this volume presented servant
leadership’s historical background and its emergence as a unique
leadership style. In the present chapter, we take a more detailed
look at servant leadership and how it applies to modern organizations.
Four main questions guide our inquiry: 1) What are relational
forms of leadership and how is servant leadership distinct
from other relational leadership styles?; 2) What do themes among
relational forms of leadership reveal about servant leadership’s core
beliefs and how do the core beliefs manifest in organizations?; 3)
What are common misconceptions about servant leadership when
applied within organizational contexts?; and 4) How can servant
leadership be better infused into today’s organizations?
... Most dimensions and properties of leadership style are supported in the literature. For example, the main dimension of leadership style-servant leadership-has become a leadership theory on its own (Blanchard & Broadwell, 2018;Blanchard & Hodges, 2003;Greenleaf & Spears, 2002;Hunter, 1998). ...
... Then He bade them, "Follow Me." (White, 1905, p. 143) When leaders follow Christ's example of servant leadership, they reap great results and relationships (Blanchard & Broadwell, 2018), finding legitimate greatness and power (Greenleaf & Spears, 2002). ...
Even though the leadership literature has studied the antecedents and outcomes of virtuous leadership, there is a scarcity of research on the influence of virtuous leadership on organizational performance in Christian organizations. Therefore, this study developed a theory of virtuous leadership and its influence on organizational performance grounded in the perceptions of leaders of the Seventh-day Adventist Church in the Middle East and North Africa (MENA). Using classic grounded theory methodology, data was collected by interviewing eight leaders of the Adventist Church from the MENA region. The emergent theory of virtuous leadership revolves around the key role of spirituality (source) in enhancing the leader's love (motive), character (spirit), and leadership style (method). As this kind of virtuous leadership increases, there will be a positive effect on the organization's performance as leaders foster vision, a positive work environment, people, and growth. The article concludes with practical implications for Christian leaders and recommendations for those serving in the MENA region.
... Because feeling a sense of belonging impacts the degree to which employees are fully engaged and committed participants (Clifton & Harter, 2019), incorporating the twelve facets of justice within organizations can strengthen the ability of those organizations to benefits from diverse perspectives and for employees being included as full partners (Block, 2013). Treating others with the respect, dignity, kindness, and compassion that the twelve facets of justice emphasize is part of the moral and ethical obligations of leaders and organizations to employees -as well as the fundamental obligations of all human interaction in society (Covey, 2004;DePree, 2004;Greenleaf, 2002). ...
... Recognizing the value of differences and the competitive advantage that they can create has enabled companies to achieve superior performance (Clifton & Harter, 2021). However, valuing each group and individual as being of great inherent worth is much more than simply an economic decision -it is a moral and ethical obligation (Covey, 2004;Pava, 2015;Peck, 2003;Greenleaf, 2002). ...
Diversity, equity, and inclusion have been topics of increasing interest as many organizations give lip service to the
importance of treating employees fairly. In this paper we expand the discussion of justice - noting that equity is only
one of twelve justice-based elements and clarifying why all twelve of those elements are essential in increasing
employee belonging and commitment. We encourage organizations to expand their commitment to all the elements of
justice to increase employee ownership and performance and to build greater organization trust.
... The concept of "servant leadership" was first proposed in 1970 by Robert K. Greenleaf, who defined servant leadership as a leadership style that prioritizes employees, customers and the organization and puts the needs of others, the organization and the society before his/her own. Servant leaders can fully exploit the employees' potential in self-management, performance completion and skill training (Greenleaf, 1970) [1]. Greenleaf points out that a leader should first be a servant, and the kernel of servant leadership is serving instead of managing others. ...
... Kirkman (2009) [14] points out that the power distance will affect the employees' perception of their position in the organization, and affects the shaping of their values, emotions and behaviors. Greenleaf (1970) [1] argues that servant leaders encourage equality and their respect to employees will make the employees with high power distance to reciprocate to the organization. Hofstede (1993) [15] finds that in a management system of a strong power distance, the employees in the servant leaderemployee relationship recognize the impacts that the leaders have, are more likely to receive the values the leaders convey, and understand these values. ...
... One must be prepared in advance to witness Christ through the process of internalized transformation and renewal of one's mind (Romans 12:2). If an evangelical Christian is willing to bear public witness for Christ and as a consequence face suffering and persecutions, why would she/he then need protection from Trump? Servant leadership brings challenges and misunderstandings of what it means to be a servant first (Greenleaf, 2002). Some authors have associated servant leadership characteristics with the ministry of Jesus Christ (Sendjaya & Sarros, 2002) as well as the Old Testament characters such as Moses, Joshua, and the early kings of Israel, thus, making servant leadership more theological than a theoretical concept (Lewis, 2019). ...
... It requires deliberate efforts to put others' needs first (Sendjaya & Sarros, 2002). Servant leadership not only is about performing service but also is about being a servant by giving up control (Greenleaf, 2002), serving their followers individually (Patterson, 2003), placing followers' benefits over the organizational interests (Yukl, 2018), and becoming a servant by emptying oneself, much like Christ, from dominance and power abuse (Philippians 2:3-8). ...
This chapter addresses biblical, theological, and social-psychological reasoning
for the rise of authoritarianism and nationalism within the American Evangelical
communities in the United States today. Has the American presidency as an
image of the imperial ruler and a messianic figure been mystified to an extent
that dictatorship is inevitable “to rule all the nations with a rod of iron”?
(Revelation 12:5, NRSV). If so, how is this image of leadership reconciled with
the image of the Suffering Servant (Isiah 53) and the Son of Man who sat down
once with his Twelve Disciples and said: “Whoever wants to be first must be last
of all and servant of all” (Mark 9:35 NRSV)? Further, how is dictatorship
reconciled with the evangelical identity of servanthood and sacrifice? Servant
leadership and social-psychology research may shed some light on the potential
danger of authoritarianism and the contrast between the New Testament concept
of servanthood and the human hunger for leadership power, a thirst for obedience,
and a desire for submission to authoritarian leaders. Attempts have been made to
understand the distinctions between American evangelicals, fundamentalism,
civil religion, and Christian nationalism. Attempts have also been made to
understand the paradox of why most evangelicals overwhelmingly voted for Donald Trump, who showed the least servant leadership characteristics as an
American president, and what were the biblical servant leadership justifications
for evangelicals to vote for him. In the conclusion section, recommendations have
been made for further study and research.
... A similar note was written by Servant Leadership in Greenleaf (2002). This Servant Leadership was influenced by Buddhism and was originally an idea based on the grace of sentient beings. ...
... In order to prevent colonization from Europe, Christianity was excluded. In fact, because the evangelists were spying, they had Buddhist temples (and sometimes shrines) prove that they were believers, keeping records of births and deaths, and managing the residents.2 For example, "Niigata Prefecture Statistics Report, Meiji year 16" http://dl.ndl.go.jp/info: ndljp/pid/806982 ...
The main reference point of the performance is the improvement of the quality of the services offered by the manager of the hotel and the aim of the performance is to motivate the human resources. The success of a company depends mostly on the performance of the employees. In order to determine the individual input of each employee, it is necessary to set the clear goals. Once the performance standards are set, it is easier to evaluate the employees. Taking the responsibility has an essential role to obtain the professional performance. It is essential to avoid the underestimation or the overestimation of the competences of the employees in order to be able to do all the necessary tasks in order to achieve performance. The role of the manager is to identify and to mention how achieving the goals of the company ensures the satisfaction of the employees. The motivation of the employees not only brings personal satisfaction but also physical satisfaction. Besides all these, the self-respect grows a lot. Trusting their own power, the positivism will bring you only benefits and performance.
... This construct, as already mentioned, leads to two aspects theoretically leading to servant leadership from teachers who can shape student perceptions of well-being. Servant leadership is a teacher dimension for teaching with an orientation to serve, which is represented through the creation of a learning community in the classroom, the integration of the positive character of students through the patience and example of the teacher, being able to develop individual student character to the fullest (Greenleaf, 2002). These various dimensions have been fulfilled by the instructional leadership of a school principal, as reflected in the first paragraph. ...
This study aims to reveal the actualization of the principal's instructional leadership in carrying out differentiated learning that embodies students' well-being. The method used in this study was qualitative, with the design of multi-case studies through constant comparative analysis using Nvivo Software. The informants in this study were the principal, vice principal, teachers, learners, and parents of students. Subjects were taken purposively consisting of the principal, vice principal, teachers, students, and parents and measured by interviews, observation, and documentation analysis. The study's findings revealed that the principal took several actions that reflected instructional leaders' behavior. It included communicating school objectives about implementing differentiated learning in the classroom, supervising, and evaluating related to learning, monitoring student progress, developing teacher professional abilities, and demonstrating concern for teachers and students. From the results, this research is expected to (1) contribute to developing the concept of instructional leadership, which places student well-being as the primary orientation in the learning process, (2) can foster the initiation of school principals in building strategies to maximize and empower school resources in supporting the implementation of differentiated learning, (3) increase the actualization of the teacher's role and function as a front of the liner in realizing differentiated learning in the classroom, and (4) build awareness about the importance students well-being for parents.
... Followers may even orchestrate the situation. In fact, Greenleaf (1977Greenleaf ( , 1970 presented leaders as servants, with followers having power. ...
Digital platforms such as Twitter enable people to interact with and influence one another, producing emergent phenomena. This study addresses the Twitter followership phenomenon. Focus groups and qualitative analyses were employed to generate insights into the Twitter followership phenomenon. Likely the first study in this domain, this research is the basis for future followership research on digital platforms and indicates the need for continued attention to this domain.
... Servant leadership is often defined as the leader's ability to act as a 'servant' and then as a 'guide' (Greenleaf, 1977), as well as the ability to influence, in a non-traditional way, by listening to employees and understanding their fears (Russell and Stone, 2002). It can be associated with the ideal orientation to be adopted in the context of agile organisations. ...
Identifying the characteristics required in a person who is called upon to provide leadership in an agile and remote working environment is important because not only does it enable the formulation of useful suggestions for organisations that embrace such modes of working but it can also help reveal what may be required of leaders who face the challenges and opportunities associated with the future of work. A few scholars have tried to shed some light on this topic by addressing the question of what kind of leadership might be appropriate in a context defined by these new ways of working, but none of these have arrived at a satisfactorily clear set of conclusions regarding the style of leadership that best suits the management of remote working teams, or in respect of the characteristics of an agile leader. This exploratory and descriptive study aims to close this gap in current knowledge by means of a ‘scoping literature review’. This study is based on an investigation of 54 relevant studies – found via two interdisciplinary databases and also by manual search – which were analysed and classified according to their year of publication, research methods, subject areas of the journal in which they were published, and main topics. The findings suggest that relevant conversations on the relation between leadership and agile and remote working mostly developed during the last two years, which suggests that they may well have been triggered by the digital transformation and social distancing requirements that resulted from the COVID-19 pandemic. This paper discusses how this literature defines and describes the leadership qualities and skills required in this new environment, as well as whether and how different approaches to leadership can produce innovative work behaviours that suit this changed context. It is hoped that the present review will serve as a guide for organisations and for existing and future leaders wishing to identify the best managerial and leadership styles to adopt. This review also offers an overview of how the literature has progressed on this topic and is intended to be usable as a benchmark for future studies.
... Servant leadership theory Greenleaf (1979) defined servant leadership as a way of life driven by one's natural desire to serve first (Parris and Peachey, 2013). According to Heyler and Martin (2018), servant leadership theory's view of a leader is entirely opposite to the generally prevailing leadership view. ...
Purpose
Applying servant leadership theory, this study aims to investigate whether servant leadership predicts service excellence of bank employees through mediating role of psychological capital (PsyCap). It also tests buffering role of conscientiousness in boosting service excellence.
Design/methodology/approach
The study uses data collected from 224 bank employees. SPSS and jamovi statistics were used for data analysis.
Findings
Study findings suggest a significant relationship between servant leadership, service excellence and PsyCap. PsyCap emerged as a mediator, and conscientiousness moderated the nexus between servant leadership and service excellence.
Practical implications
Findings highlight important implications for organisational practitioners. Because servant leadership leads to service excellence, practitioners should consider adopting servant leadership at every organizational level. Further, servant leaders could enhance followers’ PsyCap for creating service excellence. Organisations should use customized training programs and development interventions to enhance service excellence.
Originality/value
This study is one of the few studies to investigate the mediating role of PsyCap as a personal resource and buffering role of conscientiousness for service sector employees. Study generates new insights on employee experiences working in service sectors.
... In parallel, within the prosocial organizational behavior literature (a subdomain of prosociality), numerous additional terms have been coined and concepts have emerged that revolve around prosocial behaviors that specifically occur in the work domain. These include, for example, Organizational Citizenship Behaviors [19], Corporate Social Responsivity [20], Environmental, Social, and Corporate Governance [21], servant leadership [22], social entrepreneurship [23], well-doing [24], public service motivation [25], corporate philanthropy [26], and others. ...
The scholarly field of organizational prosociality is experiencing a renewed interest, yet despite its long track record, researchers still disagree on the definitions of primary concepts. Two umbrella terms, prosocial behaviors and kindness, are particularly baffling, as they are defined similarly, at times used synonymously, yet the differences between them are unclear. Consequently, the field suffers from conceptual ambiguity, which hampers its development. In this brief critical paper, we provide a review of the definitions of prosocial behavior and kindness, in an attempt to semantically untie the text, unpack the context, and discuss the subtext that underlies these concepts. Our analysis suggests that the two concepts overlap in their emphasis on dispositions and actions that aim to promote the welfare of others. However, acts of kindness and prosocial behaviors differ in actors, their target recipients and scale. Acts of kindness are performed by an individual and directed at a person or a small group, while prosocial behaviors can be performed by a person or an organization, and can be directed at a person or a group, but may also be directed at a much larger entity: an organization, community, nation, or society at large.
... Another noteworthy theory is servant leadership which emerged from the writings of Robert Greenleaf (1977), who controversially claimed that "the servant-leader's primary mission is to serve". Patterson (2013) claimed that the servant leadership "begins with the natural feeling that one wants to serve, to serve first. ...
This doctoral dissertation contributes to the expansive global research on the role of women in education management and leadership, by examining the poorly researched barriers and opportunities that are experienced by female school principals in the Republic of Kosovo, a small and developing country in the Western Balkans. The research questions are triggered by the comparatively low representation of women in education management in Kosovo and seek answers in the perceptions of a group of women who have successfully traversed the path from anticipation to acquisition, to performance as school principals in a male dominated profession. The research employed a case study approach, involving in-depth semi-structured interviews with 15 women, ten women principals of primary schools in Kosovo through purposive sampling. Using a qualitative research methodology, the analysis of the resultant data drew out thematic trends and patterns that were correlated and compared with multiple sources of data, strengthening and reinforcing the weight of the conclusions. Data was structured and analysed through use of a ‘management path model’, filtering data under the anticipation, acquisition and performance stages, and identifying and correlating personal, organisational barriers and opportunities that impact women, segregated as novices, intermediates and experienced principals.
The findings contribute to the global, regional and Kosovo debate about the role of women in education management, drawing implications for policy makers and school management and leadership practices. The study provides valuable knowledge about women who aspire to and achieve principalship in the context of Kosovo, by identifying certain barriers that hinder a proportion of women in Kosovo’s educational management, as well as revealing important insights concerning the incentives that facilitate and encourage an increased representation of women in the country’s management positions. The results fill a significant knowledge gap about the causes of various impediments and obstacles that act upon potential female aspirants to careers as school principals in Kosovo, as well as founded evidence about poorly exploited remedies and solutions.
... Burns (1978) introduced the concept of responsible leadership whereas Bass (1985) presented the idea of servant leadership. Greenleaf (1977) was an original scientist to learn and discover the concept of servant leadership (Eltweri, Faccia, & KHASSAWNEH, 2021). The argument on both styles of leadership development that both styles are typically similar on innumerable grounds whereas certain dissimilarity was identi ed between them. ...
This study is reflective of the cutting edge of knowledge in the expanding subject of leadership. In this study, we compare the effects of two different types of leadership—Responsible Leadership and Servant Leadership—on employees' propensity to leave their current positions. This report aims to investigate the connection between leadership styles and future turnover plans. Data from seven pharmaceutical firms in Himachal Pradesh, India, representing a total of 121 employees, were collected to complete this analysis. In terms of statistics, we employed an ANOVA and a descriptive method. The results of the study imply that there is a strong connection between responsible and servant leadership and employee aspirations to leave their current position. As a result, it is clear that servant leadership and its associated culture have a considerable and negative impact on employees' willingness to leave their current position.
... In this sense, TL influences, inspires, and encourages high productivity (e.g., Faupel & Süß, 2019;Liden et al., 2008;Schermuly & Meyer, 2020;Smith et al., 2004;van Dierendonck et al., 2014;Zhang et al., 2021a). Servant leaders (Greenleaf, 1970(Greenleaf, , 1977 "place the needs of their subordinates before their own needs and center their efforts on helping subordinates grow to reach their maximum potential and achieve optimal organizational and career success" (Liden et al., 2008, p. 163). SL includes empowering/helping workers, focusing on their needs, and benefiting communities through citizenship (e.g., Hu & Liden, 2011;Ilkhanizadeh & Karatepe, 2018;Liden et al., 2008Liden et al., , 2014aOzturk et al., 2021;Smith et al., 2004;van Dierendonck & Nuijten, 2011;Zhang et al., 2021a). ...
From an employee responsibilities perspective, the use of ethical forms of organizational leadership are advantageous, often resulting in ethical practices and other desirable work outcomes. However, the constructive and enduring impact of such leadership is not fully considered in unique global contexts such as Nigeria, a country characterized by corruption, distrust, and a dissatisfied citizenry. Using multiple theoretical perspectives and data collected from individuals working for hospitality and recreation firms located in Nigeria, this study explored whether ethical forms of organizational leadership are related to ethical employment contexts and employee job satisfaction. Dimensions of transformational and servant leadership that reflect ethical leader actions were positively related to ethical employment contexts, including perceptions of ethical values, social responsibility, and professional standards. Measures of ethical employment context and ethical organizational leadership were also positively associated with job satisfaction. A combination of transformational and servant leadership should institutionalize ethical employment contexts in Nigerian hospitality organizations and enhance employees’ work attitudes.
... Burns (1978) introduced the concept of responsible leadership whereas Bass (1985) presented the idea of servant leadership. Greenleaf (1977) was an original scientist to learn and discover the concept of servant leadership (Eltweri, Faccia, & KHASSAWNEH, 2021). The argument on both styles of leadership development that both styles are typically similar on innumerable grounds whereas certain dissimilarity was identi ed between them. ...
This research represents present intellectual in the developing field of Leadership. For this present research two leadership styles are used, Responsible Leadership and Servant Leadership on Employee Turnover Intentions. The focus of this paper is to study the relationship between leadership styles and incoming turnover intentions. To complete this study total of 121 employee’s data were collected from seven pharmaceutical companies of Himachal Pradesh India. ANOVA technique and descriptive used as statistical techniques. The study suggests the presence of a substantial relationship amongst responsible leadership and servant leadership with turnover intentions. Hence, it is concluded that responsible leadership and servant relationship plays a negative significant role in employee’s turnover intention.
The research aims to test the impact of servant leadership in management information systems, as well as to identify the level of servant leadership practice and management information systems in the Directorate of Communications and Information Systems in the Iraqi Ministry of Interior, in terms of the importance of the research variables to the directorate and the sample community, as the research adopted the exploratory analytical descriptive approach In his achievement, through a survey of the opinions of an intended quota sample of (266) individuals, By adopting the questionnaire as a main tool for data collection that includes (44) items divided into the two research variables, As well as conducting open interviews to identify the problems, strengths and weaknesses of the directorate about practicing the research variables, The statistical analysis of the most prominent result concluded that the Directorate of Communications and Information Systems adopted the practices of servant leadership, and was able to employ them to positively influence the development of its management information systems, and the researcher came up with a set of recommendations.
This article reports on an exploration into the human relationships practices of school leaders at faith-based schools as viewed through a servant leadership lens. The researchers employed a qualitative research design. Data were collected by means of individual semi-structured interviews and focus group discussions. The interviews were audio-taped and transcribed, and the data were analysed using a process of deductive data analysis. The following themes were employed to understand the human relationship practices of faith-based school leaders: teamwork, collaborative environment, development of others, and enhancing values-based attributes in day-to-day leadership. Overall, the principals were found to be efficacious leaders who were involved in a hands- on manner in both task-orientated and person-orientated activities, such as daily managerial and leadership functions with a special focus on the servant leadership ideal. Among the participants, there was a common understanding that leadership was not practiced as an individual action but was practiced by involving other school members. We strongly recommend that the ongoing professional development of school principals should include components related to servant leadership in their day-to-day leadership practices.
Modern tough times demand new virtuous leaders who resonate well with their stakeholders. In this scholarly chapter we explore the inner journey of the legendary leader Rama of Valmiki’s classic literature Ramayana (c.700 BCE). He engaged and resonated with his key associates, such as faithful wife Sita, devoted brother Laxman, devoted follower Hanumana, and arch-enemy Ravana. This inner journey goes deeper than Rama’s renowned external conquest against oppressive and materially lustful leader Ravana and his demonic followers. We examine Rama’s virtuous rulership, and develop his leadership model in the context of some key leadership theories for Transformational, Resonant, and Virtuous Leaders for our turbulent times demanding a ‘New Normal.’ We are inspired by Wilber (A Brief History of Everything, Shambhala, 1996) evolution of consciousness spanning from the cruder physical to subtler consciousness and the super-conscious spirit of Mahatma Gandhi’s leadership (Gehani in Gandhi’s dialectic struggle with interior–exterior integration. Integral Leadership Review, 15–33.). This helped us develop and postulate a new model of Rama’s leadership as a Resonant Virtuous Leader. This can help bridge the gap in contemporary leadership research studies for the twenty-first century. Limitations and future implications for researchers and managerial practitioners are presented.KeywordsRama
Ramayana
ValmikiTransactionalTransformationalResonantand Virtuous Leaders
The Bhagavad Gita
Inner journeyMahatma Gandhi
Quantum Leadership (QL) emerges at the intersection of science and spirituality, or the convergence of quantum field theory and the unified field theory of consciousness, to transform organizations toward care and compassion. A quantum view of reality can be described as a field of total connectedness and total dynamism. The unified field of consciousness is a nonmaterial, self-interacting, self-aware, dynamic field of intelligence. QL can be facilitated by contemplative mechanisms for development into higher states of consciousness. V-theory of transcendence is grounded in the unified field theory of consciousness, and models this process of transcending surface reality and developing deep connectedness. Yoga Sutras is an ancient and popular Vedic scripture that provides an integrated eight-limbed model for development into higher states of consciousness leading to unbounded oneness. This paper presents three case studies of QL that each used a different subset of contemplative tools from the eight-limbed integrated model from Yoga Sutras. Mahatma Gandhi, Maharishi Mahesh Yogi, and Swami Ramdev utilized the Yoga Sutras in different ways to develop powerful tools of social action that improved the lives of people around the world. We present four principles for QL and explore how this mode of operating from total interconnectedness and dynamism can be deployed to solve grand management challenges.
Based on the social exchange theory and also the leadership substitutes theory, if there are necessary infrastructures, human resource management strategies can replace the effect of servant leadership in promoting emotional commitment and psychological empowerment of employees. Based on this, the present article seeks to investigate the position and effect of each of the mentioned variables in the Fars Governorate Organization in order to examine the possibility of substitution of servant leadership and human resource management. The current research is a type of correlational research that has been carried out using a survey method. The statistical population includes all employees of Fars Governorate, which includes 1200 people. The studied samples included 320 people who were selected by stratified sampling based on their organizational position. The data collection tool is a standard questionnaire that belongs to McCune stein and Ai Min (2019), which includes 35 items. In order to analyze the data, the structural equation modeling and the partial least square (PLS) method were used with the help of Smart-PLS3.0 software The results of the research data show that the effect of high commitment human resource management on psychological empowerment is not statistically confirmed. Based on the results of the research, it can be said that in order to reach the replacement stage, we need to develop human resources and as a result grow and upgrade the organization and create the necessary platforms.
The function of tourism marketing carries a broader and more comprehensive concept than the concept of activities and activities carried out by the traditional marketing department because tourism marketing requires close cooperation between marketers and those managers responsible for operations and human resources. The objectives of this study are to study local tourists in the tourism areas of the central region of Libya; to examine the effect of the marketing of tourist service on attracting local tourists in the tourism areas of the central region of Libya. The descriptive analytical method to describe the problem of the study and then analyze it to reach the results. The study community includes local tourists in the central region of Libya who visit the various tourist areas in the central region of Libya (15000). The sample of the study was selected using the random sample method. The sample of the study included the visitors and tourists of the different tourist areas with their different scientific qualifications. The number of questionnaires to be distributed was (375). The descriptive statistics, and the package of statistical programs for social sciences (SPSS). This study is bounded by its objectives to conclude the conceptual ‗Perceived Risk toward Tourist Attraction in product equipment assembly in Libyan central region industry. Knowledge is crucial for operation management in every industry in this century. In Libyan central region industry, Tourist Attraction to the company is very crucial to the ‗Tourism marketing' concept knowledge especially regarding engineering, procurement, and construction. Employees from that equipment product assembly who able to share their ‗Tourism marketing' knowledge to their customer will bring satisfaction from the customer as well. Thus, it is a high recommendation for the entire production equipment assembly organisation to implement and distribute the ‗Tourism marketing' knowledge among the employees. Operation management will have much easier distribute all the organisation knows when they able to implement an effective knowledge distribution method. Usually, barrier happened in the knowledge distribution due to information from the creator is biased through words understanding by the applier. This knowledge barrier and biased issue typically happen for those activities which often apply Tourism Service.
In response to a request for further research on servant leadership, this study proposes an integrative conceptual framework for servant leadership, organizational citizenship behavior, relational identification, perceived organizational support, and workplace loneliness. A proposed conceptual model postulates that servant leadership can lead to organizational citizenship behavior. Furthermore, the model posits that relational identification and perceived organizational support are mediators, and workplace loneliness is a moderator. This research fills a knowledge gap and presents propositions to develop a conceptual framework for an improved comprehension of the impact between servant leadership and organizational citizenship behavior.
Human resource is the most important asset in any organisation. The enrichment and effective utilisation of human resource depends to a great extent on the leadership and its style. The literature on leadership style categorise it into autocratic, democratic, and free-rein. A slight variant of this, in the form of leadership continuum, is also in the management literature. But as against this, present study has identified continuum of autocracy, based on descriptive and qualitative research methods such as microscopic observation, document analysis, situation analysis, and key informant interview. Author's proposition, is that the manifestation of autocracy is practiced by majority of leaders; even in organisations preaching democracy. This is termed as 'continuum of autocracy'. One style of such continuum is hypocrite democracy. This paper brings to light the characteristics and impacts of continuum of autocracy and also hypocrite democracy and their impacts on the sustenance of organisations.
The concept of leadership is perhaps the most overused word, which has been harnessed with so many conceptual meanings, stakes and implications. In the various scientific articles, it has been understood as a structural characteristic of the personality, while many times it has been linked to the organizational conditions of the organization. Often, it has been approached as a behavioral characteristic. Given the proven research value of the concept of leadership, a deeper understanding of the nature of leadership can be extremely important. Leadership has been understood as a process of exercising social influence in an organization or group. In the same context, a leading individual (leader) will tend to initiate invisible and overt processes, where other individuals may be supported in starting and completing tasks. According to the above approach, a leader does not simply plan on the safe side, but leads by taking a significant, ongoing risk—of achieving overall goals or approaching total failure. Servant leadership can be an extremely important leadership philosophy to match the complex conditions of the modern environment. This was explored in the current paper, through the analysis of the global success of the Starbucks café chain.
Hotel leaders face reduced profitability because of high employee turnover. Using
Servant leadership is a mindset structured on the leaders' desire to serve their followers. Servant leadership is not just a type of leadership; it is a paradigm, a way of life, and an ontological stance that determines the behaviour patterns of leaders. For this reason, when examining servant leadership, it is not enough to talk only about the benefits of leadership. In this study, servant leadership in service industries was evaluated. As a result of this study, which can be considered a non-systematic literature review, theoretical suggestions were made for the future of servant leadership research.
Boken handlar om styrning och organisering för en tillförlitlig välfärdsverksamhet. Mitt bidrag tar fasta på betydelsen av tydlighet i uppdrag och ansvar, mellan centralt och lokalt mellan ledning och medarbetare. Det finns inga genvägar. Jag är också kritisk ill välpaketerade lösningar som inte håller vad de lovar.
The aim of this research is to examine the relationship between school principals' servant leadership behaviors and conflict management styles in line with teachers' opinions. Relational survey model, one of the quantitative research methods, was used in the research. The study population of the research consists of those who work in public and private schools in Istanbul in the 2021-2022 academic year; the sample consists of 1628 teachers reached by convenience sampling method. “Servant Leadership Scale” adapted to Turkish by Kılıç & Aydın (2016) and “Conflict Management Styles Scale” developed by Rahim (1983) and adapted into Turkish by Gümüşeli (1994) were used as data collection tools in the research. “T-test, ANOVA, correlation and regression analysis” were performed for the findings. As a result of the research, the servant leadership levels of school principals were found as "very high". It was concluded that the School Principals mostly preferred the "Integration" style and respectively "Negotiation, Compromise, Avoidance and Domination" styles in conflict management. It was concluded that there was a high level of positive relationship between the servant leadership style and the integration style of the school principals, a mid-level relationship between the compromise and compromise styles, and a low level of positive relationship with the avoidance style. It was found that there was a low negative correlation with the domination style. It was found that the school principals' servant leadership style positively affected the integration, negotiation, compromise and avoidance styles in conflict management. It was found that the domination style had a negative effect.
The purpose of this qualitative exploratory case study was to explore how faculty teaching social sciences in a post-secondary online modality judge or perceive the influence of their altruistic and servant teaching behaviors on student learning. This study analyzed altruism and servant teaching theories and used a qualitative case study method. The study was completed at a four-year university and included participants who had at least three years of online teaching experience. Three research questions framed this study, asking how online social science faculty judge the influence of instructor altruistic and/or servant teaching behaviors on student learning. The study used three instruments to collect data, a questionnaire, one-on-one interviews, and focus group discussions. The coding process identified five themes, which were rapport, barriers, values, success, and response. From these themes, the data was found to be consistent with previous literature, showing that these behaviors can be influential in student learning.
The purpose of this paper is not to highlight the diverse characteristics of leaders in higher education,but to focus on those united strengths that acknowledge followership. We therefore attempt a highereducation leadership profile (see Table 2) encompassing the vital attributes (identified by participantsin our empirical study). We regard this set of attributes as being at the heart of dealing with challengesin this millennium. Not only do leaders have to understand themselves and the higher educationenvironment in which they operate, but the followers need to be equally aware of the superman/woman expectationsdemanded of leaders.
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