Article

Defining and Measuring Servant Leadership Behaviour in Organizations

Authors:
To read the full-text of this research, you can request a copy directly from the authors.

Abstract

This paper examines the development and initial validation of a multidimensional measure of servant leadership behaviour (Servant Leadership Behaviour Scale). Both qualitative and quantitative studies are reported to establish preliminary psychometric properties for the new 35-item, six-dimension measure. The resultant servant leadership model is characterized by its service orientation, holistic outlook, and moral-spiritual emphasis, thereby extending current models of servant leadership and existing works on contemporary leadership approaches. Theoretical contributions, practical implications, and future research directions are discussed in the concluding section of the paper. Copyright Blackwell Publishing Ltd 2008.

No full-text available

Request Full-text Paper PDF

To read the full-text of this research,
you can request a copy directly from the authors.

... A szolgáló vezető bár több jegyét mágábán foglalja a korábbán elemzett és bemutatott autentikus és etikus vezetési stílusoknák, irányát és céljáit tekintve mégis különbözik ázoktól. Sendjáyá et al. [24] összefoglálásábán megkülönböztetik á szolgáló vezetési stílust á tránszformációs, áz autentikus és á spirituális vezetéstől. Ezek szerint á tránszformációs vezetésben az első á szervezet érdeke és á vezető ennek érdekében befolyásoljá á követőket magas szintű motivációs és elköteleződést növelő eszközökkel és mágátártássál, míg á szolgáló vezetésben á vezető á követőt á követő végső jává érdekében szolgáljá és vezeti [24]. ...
... Sendjáyá et al. [24] összefoglálásábán megkülönböztetik á szolgáló vezetési stílust á tránszformációs, áz autentikus és á spirituális vezetéstől. Ezek szerint á tránszformációs vezetésben az első á szervezet érdeke és á vezető ennek érdekében befolyásoljá á követőket magas szintű motivációs és elköteleződést növelő eszközökkel és mágátártássál, míg á szolgáló vezetésben á vezető á követőt á követő végső jává érdekében szolgáljá és vezeti [24]. A vezetői prioritásokbán is láthátó ez az elem, miszerint á szolgáló vezetésben á követő végső jává áz első, májd ezt követi á szervezet érdeke, végül pedig á vezető sáját érdeke. ...
... Jelen tánulmánybán ennek áz értékelő mátrixnák á szerkezetét és értékelő szempontjáit felhásználvá, majd kiegészítve azt áz etikus vezetéssel, egy, az irodálomkutátás során megismert stílus jellemzők rövid szöveges értékelésével kiegészített mátrixot hoztunk létre. [4], Brown et al. [19], Sendjaya et al. [24], N. Eva et al. [29] A táblázátbán á tánulmányozott három vezetési stílus kerül összehásonlításrá á pozitív erkölcsiség, á vezető és á beosztott önismerete és önszábályozásá, á beosztott fejlesztése, á szervezeti teljesítmény fontosságá és á vezető önfeláldozói mágátártásá szempontjából. A táblázátbán átláthátóán jelenik meg, amely az irodálomkutátásból is kimutáthátó, hogy áz áutentikus vezetésben á vezető személye, mágátártásá és viselkedési módjá á hángsúlyos, ámely másodlágosán hátássál ván á beosztottákrá és á szervezetre; áz etikus vezetésben á szervezeti klímá és teljesítmény egy fontos elem, amelynek érdekében mintegy eszközként jelenik meg áz etikus viselkedés á vezető oldáláról, illetve válik, tránzákciós eszközökkel is, kényszerítetté á beosztották körében, míg á szolgáló vezetésnél á vezetői önfeláldozás á kulcselem, ámely segíti á beosztották emberi kiteljesedését, ákár á kiemelkedő szervezeti teljesítmény kárárá is. ...
Article
Full-text available
In a globalised and accelerated economy, managers are under increasing pressure to reconcile organisational goals that are independent from human being with the reality of human relationships. The human being, as a being with intellect and senses striving towards happiness, is the focus of positive leadership styles and is their major concern in the field of management theory. In this article, three such positive styles, authentic, servant and ethical leadership principles and their operating conditions are compared using international literature. The literature time span of about two decades shows that the evolution of the ethical leadership literature has slowed down, while the authentic and servant leadership literature has continued to evolve and is still evolving today. The comparative table that appears in this study highlights both commonalities and distinctions, in that, in addition to high moral and ethical standards, the authentic style focuses primarily on the person of the leader, the ethical leader on the ethical standards of the organisation, while the servant leader focuses on the development of the well-being of the subordinate, the other person, even through self-sacrifice. We intend to use the results of this research to investigate measures of positive styles, preparing the scientific ground for future primary empirical field studies.
... Scholars have identified several characteristics associated with servant leadership. These include empowering others, practicing altruism, displaying servant ethics, being authentic, managing groups effectively, demonstrating social morality, possessing wisdom, and building strong relationships (Barbuto & Wheeler, 2006;Ehrhart, 2004;Green et al., 2016;Liden et al., 2008;Sendjaya et al., 2008). ...
... Studies have effectively utilized appropriate scales and distributed questionnaires to evaluate whether leaders and/or supervisors exhibit servant leadership. These evaluations are aimed at determining whether leaders possessing such qualities have a positive impact on the employability, reemployability, and job satisfaction of college students and employees (Dennis & Bocarnea, 2005;Gocen & Sen, 2021;Latif et al., 2021;Liden et al., 2008Liden et al., , 2015Ortiz-Go´mez et al., 2020;Sendjaya et al., 2008;Verdorfer & Peus, 2014). As expected, they have identified positive associations. ...
... The relevant research on servant leadership all involves the viewpoints of sacrificing individual interests to meet the needs of others, putting others (subordinates, groups, society) first, attaching importance to others, serving others, and so on, coinciding with terms such as self-sacrifice, selfless dedication, and altruism (Barbuto & Wheeler, 2006;Ehrhart, 2004;Green et al., 2016;Liden et al., 2008;Reed et al., 2011;Sendjaya et al., 2008;Van Dierendonck & Nuijten, 2011). Studies have highlighted the significance of altruism in relation to servant leadership. ...
Article
Full-text available
Since there are many advantages of servant leadership, such as altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship, employers and human resources are particularly concerned about these soft skills when recruiting graduates. This study explores the impact of undergraduates’ servant leadership on their self-perception of employability. We utilized previously validated scale questionnaires (the Servant Leadership Scale and the Undergraduates Perceived Employability Scale) to predict the perceived employability of undergraduates. We used multiple linear regression analysis to examine the five subscales of undergraduate servant leadership. Our extensive research has uncovered substantial evidence supporting all five hypotheses presented in the paper. Five variables, derived from the five dimensions of servant leadership, were used to measure undergraduates’ perceived employability as the dependent variable. Our findings confirm that the altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship dimensions of servant leadership have positive correlations with undergraduates’ perceived employability. Our findings suggest that undergraduates may be more employable if they exhibit the characteristics of servant leadership. Undergraduates should therefore be encouraged to enhance their soft skills in relation to servant leadership, and universities should consider offering courses on the topic. Employers and HR professionals may want to provide training to new employees on servant leadership to align better with the company culture. This study is the first to predict how undergraduate students’ servant leadership qualities affect their perceived employability. The findings indicate that undergraduates who exhibit servant leadership traits are more likely to have a positive perception of their employability.
... Proponents of servant leadership maintain that the other-centered motivations of the servant leader are altruistic (Barbuto & Wheeler, 2006;Sendjaya, et al., 2008;Van Dierendonck & Patterson, 2015), contending that the servant leader is not motivated by self-interest, but rather by a heartfelt desire to serve others (Greenleaf, 1970;Keith, 2012). Although the literature on servant leadership often uses altruism to describe the servant leader's moral grounding (Barbuto, et al., 2014;Beck, 2014;Page & Wong, 2000), it rarely gives a complete definition of the term and does not address the full implications of altruism as an ethical principal. ...
... Scholars have drawn parallels between the origins of servant leadership and numerous religious doctrines because both are rooted in acts of servitude and service is considered a fundamental universal value (Keith, 2012;Sendjaya & Sarros, 2002). Sendjaya, et al. (2008) assert that servant leadership is an altruistic leadership style and that leaders are driven to serve by spiritual insights and humility. They support that assertion by referencing the life of Jesus Christ as the highest form of servant leadership since Christ was called to make the ultimate sacrifice on behalf of others (Sendjaya & Sarros, 2002;Sendjaya, et al., 2008). ...
... Sendjaya, et al. (2008) assert that servant leadership is an altruistic leadership style and that leaders are driven to serve by spiritual insights and humility. They support that assertion by referencing the life of Jesus Christ as the highest form of servant leadership since Christ was called to make the ultimate sacrifice on behalf of others (Sendjaya & Sarros, 2002;Sendjaya, et al., 2008). In general, servant leadership scholars appear to have reached an accord that altruism is foundational to servant leadership, commonly defining altruism as behavior that is aimed at benefiting another person (Beck, 2014;Patterson, 2003;Van Dierendonck, 2011;Van Dierendonck & Patterson, 2015). ...
Article
Full-text available
Advocates of servant leadership maintain that altruism is the foundational ethic fueling the success of the servant leader. Thus, the foremost requirement of a servant leader is the possession of a concern for others above and beyond his or herself. Researchers have largely neglected the possibility that servant leaders may be, at least partially, motivated by self-interest. We challenge the current foundational ethic attributed with servant leadership and put forth a new ethical perspective. Reviewing four motivational states, from purely other-centered to purely self-centered, we introduce a conceptual model and argue that the proper ethic to ascribe with servant leadership is a dual motivational perspective of rational self-interest and agapao love. A dual motivational perspective allows the servant leader to avoid the negative consequences of the self-sacrificial, altruistic motivation while maintaining the positive, pro-social behaviors that improve organizational outcomes associated with servant leadership.
... Menurut Sendjaya et al. (2008), iklim inovatif didefinisikan sebagai tingkat dukungan dan dorongan yang diberikan oleh organisasi kepada karyawannya untuk mengambil inisiatif dan menyelidiki metode baru. Tingkat dukungan ini memiliki dampak signifikan terhadap seberapa inovatif sebuah organisasi dapat menjadi, karena memfasilitasi karyawan untuk berpartisipasi aktif dalam proses inovasi dan menciptakan lingkungan yang memungkinkan ide-ide baru untuk berkembang. ...
... Dengan iklim inovatif yang mendukung untuk perilaku kerja inovatif karyawan semakin memiliki motivasi untuk menghasilkan ide inovatif, yang kemudian akan meningkatkan tercapainya tujuan perusahaan. Sendjaya et al. (2008) iklim inovatif tidak hanya mencakup tingkat dukungan dan dorongan yang diberikan oleh organisasi kepada karyawannya, tetapi juga melibatkan suasana yang memfasilitasi dan mendorong karyawan untuk mengambil inisiatif, berpikir kreatif, dan mengeksplorasi metode baru dalam menjalankan tugas-tugas mereka. Dengan kata lain, iklim inovatif menciptakan landasan yang kondusif bagi proses inovasi di dalam organisasi, yang meliputi kebebasan untuk bereksperimen, dukungan untuk mengatasi rintangan, dan penghargaan terhadap upaya-upaya inovatif. ...
Article
Full-text available
PeSumber daya manusia merupakan aset penting dalam mempertahankan keunggulan kompetitif di sektor industri yang penuh tantangan. Pengelolaan SDM yang efektif menjadi kunci utama keberhasilan, dengan SDM berkualitas mampu menciptakan nilai kompetitif melalui intelegensi, kreativitas, dan imajinasi. Pemberdayaan karyawan, termasuk aspek psikologis seperti makna, kompetensi, penentuan nasib sendiri, dan dampak pekerjaan, adalah strategi penting. Penelitian ini bertujuan menentukan hubungan pemberdayaan, kontrak psikologis, dan iklim inovatif terhadap employee engagement. Dengan metode purposive sampling, penelitian ini mengumpulkan data dari 103 responden menggunakan kuesioner. Pengujian menggunakan SPSS 25 menunjukkan bahwa penelitian ini menunjukkan variabel pemberdayaan dan kontrak psikologis berpengaruh positif dan signifikan terhadap employee engagement, sedangkan variabel iklim inovatif berpengaruh positif dan tidak signifikan terhadap employee engagement.
... Though numerous academic models of SL have emerged since its inception [5][6][7][8][9][10][11][12], conceptual ambiguity compounded with a proliferation of overlapping descriptive terms within these models can make understanding the exact nature of SL challenging [1]. Indeed, the seeming paradox of the servant as leader and the leader as servant, which represents an inverted leadership hierarchy, can be a challenging concept to grasp when authoritative leadership styles have been dominant for decades in business cultures throughout the world. ...
... These models have adapted and expanded the original concept, adding unique perspectives and attributes. Notable contributions include works by Barbuto and Wheeler [7], Ehrhart [6], Laub [5], Liden, Wayne, Zhao, and Henderson [8], Sendjaya, Sarros, and Santora [9], Van Dierendonck [11], and Sun [12]. Each model has contributed a new dimension to the definition of SL, making the concept more robust and multifaceted (Table 1). ...
Article
Full-text available
Servant leadership is characterized by a core altruistic calling and central attributes of genuine caring, humility, and empathy, and in recent years, has become a style of leadership recommended to be addressed in sports management classrooms because of its associated positive outcomes and emphasis on ethical behavior and decision-making. As the relevance and popularity of servant leadership continue to grow, it gives rise to matters of how this approach to leadership can be better studied and taught to current and aspirant sports professionals. Thus, the purpose of this qualitative case study is to analyze a community-based service-learning project as a mode for developing servant leaders as part of a college sports management curriculum. Nineteen upper-level college sports management students participated in this study by serving as mentors in an after-school program for underprivileged elementary school students for 12 h across the course of six weeks. Participants then completed a written reflection upon the conclusion of the service project. Content analysis of these reflections suggests that service learning may be a positive method for developing servant leaders. The article closes with a discussion of findings, proposed future research questions, as well as ideas for future service-learning projects aimed at developing servant leaders.
... Through this process of observation and modeling, individuals can anticipate the potential outcomes of their own actions in similar situations, thereby adjusting and regulating their behaviors accordingly (Davis and Luthans, 1980). Drawing from SLT, servant leaders act as role models for followers to observe and emulate (Sendjaya et al., 2008). This modeling effect can be particularly powerful in shaping organizational team climates, norms, and practices (Argote, 2011). ...
... Moreover, recent empirical studies have also confirmed that the SLBS-6 instrument has demonstrated satisfactory psychometric properties in terms of reliability and validity . Furthermore, the original SLBS-35 developed by Sendjaya et al. (2008) is demonstrated that the multiple dimensions of this measurement are most accurately viewed as one higher construct (Sendjaya and Cooper, 2011). Thus, given that this study examines the overall effect of SL without distinguishing between dimensions, SLBS-6 has been adopted as the measurement for SL. ...
Article
Full-text available
Drawing from social learning theory, this study aims to explore the mediating effects of team learning orientation and team agility on the relationship between servant leadership and project success in the context of construction projects. Based on data collected from 306 construction project members in China, the findings reveal that servant leadership exerts a positive influence on project success. Additionally, servant leadership significantly enhances both team learning orientation and team agility, which in turn contribute to project success. Furthermore, the results demonstrate the serial and parallel mediating roles of team learning orientation and team agility between servant leadership and project success. Theoretical and practical implications were also provided based on the findings.
... It can be extended through increasingly positive behavior and trust to serve members and employees to adopt principles of the servant leadership style (Mohamad & Majid, 2014). A servant leader has a true commitment to his/ her followers and predominantly serves the needs of followers, hence providing vision and empowerment (Sendjaya & Sarros, 2008;Spears, 2010). Servant leadership has been said to be the key to the better world that people are thirsting for which is freer, healthier, more humanitarian, and more prosperous . ...
... It is a leadership style that is ethical, practical, and a meaningful way to live and be led (Dierendonck, 2011). Servant leaders work to grow their followers to their highest potential by serving as role models who display provide support, ethical behavior and build self-confidence (Sendjaya et al. 2008). ...
Article
Full-text available
Purpose: This study examined the effect of servant leadership style on organizational commitment in Ileys enterprise detergent manufacturing company in Burao, Somaliland. Methodology: The study employed a cross-sectional survey design, explanatory research, and quantitative approach; the target population was 200 employees working currently at Ileys enterprise detergent in the Burao district. The study used the census method. Data was collected from primary sources using standardized servant leadership style and organizational commitment questionnaires, adapted from previously used standard questionnaires. The study used SPSS for data analysis. Correlation and regression were used to analyze the relationship between servant leadership styles and organizational commitment. Findings: The regression results showed that the types of servant leadership styles have significant contributions to organizational commitment (R = 0.720, p = 0.000). It was concluded that all the servant leadership styles affect employee commitment. In The authenticity dimension of servant leadership was found to be the dominant servant leadership style (β =.557, p =0.000) in the Ileys enterprise. Unique Contribution to Theory, Practice and Policy: The study was used the servant leadership theory. To increase employees’ organizational commitment, manufacturing enterprise should develop training programs or mentoring by professionals for the supervisors and leaders that support servant leadership development. The study recommended that private manufacturing enterprises could practice the information to help develop strategies and meet organizational needs through servant leadership behavior development
... Servant leadership is an other-oriented approach that prioritises the needs, interests, and goals of the individual follower and directs the follower's concern for self toward others . Owing to its advancement, servant leadership can be considered as a construct comprising multidimensional factors (Liden et al., 2008;Sendjaya et al., 2008;Van Dierendonck & Nuijten, 2011), and its relationship with other variables examined in previous studies is introduced in review papers . Several other types of leadership have recently been studied. ...
... Furthermore, recent studies have attempted to extract items that are representative of each first-order factor and capture them as a one-dimensional construct. For instance, Liden et al. (2015) have developed a 7-item servant leadership scale based on Liden et al.'s (2008) original scale, and Sendjaya et al. (2019) have developed a 6-item servant leadership behaviour scale based on Sendjaya et al.'s (2008) original scale. According to Sendjaya et al. (2019), numerous items on a scale can cause the tiredness and boredom of participants and increase response bias in surveys. ...
Article
Full-text available
There has been a growing interest in servant leadership within the sport coaching domain; however, a brief and valid scale to measure the servant leadership of the coaches is lacking. Therefore, this study examined the validity of a 6-item shortened form of (CSL-6) Takamatsu's (2022) coaching servant leadership scale. The psychometric properties of CSL-6 were examined across three studies. The samples for the studies were 89 Japanese college athletes, 1015 Japanese college athletes, and 278 U.S. college athletes, respectively. This study demonstrated the psychometric properties, reliability, and criterion-related validity of CSL-6. Further, it shows that using CSL-6 reduces the respondents' burden and allows for more complex theories and models to be examined in future studies.
... Motive reflects Greenleaf's (1970) original notion that the leader is a servant first, from which he or she leads. A unique distinction between moral character and altruism has long been central to differentiating servant leadership from other leadership theories (Saleem et al., 2020;Sendjaya et al., 2008). Mode, the second tenet, recognizes that how leaders and followers engage differs based on the needs, interests, desires, and goals and is thus contextual based on the environment and culture (Liu, 2019;Saleem et al., 2020). ...
... According toEva et al. (2019), there were 41 conceptual articles and only 21 empirical articles in the published peer-reviewed literature prior to 2008.However, 26 conceptual articles and an impressive 171 empirical studies on servant leadership were published since then. Additionally,Sendjaya et al. (2008) andLiden et al. (2008) identified the need for positive measures of servant leadership behaviors. Evan et al. identified two scale instruments of servant leadership--Sendjaya et al.'s Servant Leadership Behavior Scale and Liden et al.'s SLQ--as important to note given their content strength, reliability, and construct validity. ...
Research
Full-text available
Turnover in the food service industry, particularly in the college and university dining sector, contributes significantly to the rising costs associated with consistently replacing employees. Leader behavior can significantly affect an employee's intention to stay with an organization. The purpose of this study was to examine the relationship between perceived servant leadership behaviors of supervisors and employee turnover intentions in the university dining sector of the food service industry. The research questions addressed whether the practice of servant leadership behaviors correlates with employee intention to stay. The study design was nonexperimental correlational with purposive convenience sampling. Data were obtained from 50 participants via two surveys. A post hoc analysis was used to determine the study strength. Multiple regression analysis determined the statistical significance of turnover intentions, which demonstrated a strong and negative correlation linking servant leadership behaviors to turnover intentions. Study findings addressed a gap in the literature regarding how supervisors' perceived servant leadership behaviors relate to employee turnover intentions. Results suggested that adopting servant leadership behaviors in the college and university dining sector of the food service industry could lead to less employee turnover. Keywords: leadership styles, servant leadership, leadership, leadership models, organizational commitment, employee turnover intention, perceived organizational support, iv perceived supervisor support, employee turnover, job satisfaction, food services, leadership in food service, campus dining operations, employee engagement and job satisfaction, effect of leadership styles on job hopping, servant leadership, food service industry, leadership models v ACKNOWLEDGMENTS
... The leadership style springs to mind, as it reflects the overall and normally long-term behavior of a supervisor. We propose servant leadership as an antecedent of commitment to supervisor, as servant leadership incorporates societal, organization-oriented, employee-focused and moral aspects more than other leadership styles, like transformational, authentic and spiritual leadership (Sendjaya et al., 2008). This rather holistic view is argumentatively substantiated by looking at the outcomes for organizations and their employees (Liden et al., 2008;van Dierendonck and Nuijten, 2011) and empirically supported by meta-analyses conducted by Hoch et al. (2018) and Eva et al. (2019). ...
... Advancing a society, an organization and its members can be achieved on multiple dimensions. Accordingly, servant leadership was conceptualized and operationalised on several dimensions (Laub, 1999;Dennis and Bocarnea, 2005;Barbuto and Wheeler, 2006;Wong and Davey, 2007;Liden et al., 2008;Sendjaya et al., 2008;Reed et al., 2011). ...
Article
The purpose of this study is to empirically establish which effects the facets of servant leadership have on the facets of commitment to supervisor and which effect the facets of commitment to supervisor have on the facets of organizational commitment. To this end, we conducted a survey with 1,756 participants, who roughly represent the German workforce by gender and age, to measure organizational commitment, commitment to supervisor and servant leadership. To test the relationship between the facets of the examined constructs, we analyzed our data using partial least squares path modeling. Our results indicate that commitment to supervisor serves as a relevant, but not the only, antecedent of organizational commitment. Furthermore, our results indicate that affective and normative commitment to supervisor is relatively strongly affected by the servant leadership facets empowerment and stewardship, relatively moderately by forgiveness, authenticity and humility, and relatively weakly by standing back and accountability. Organizations are advised to prioritize the afore-mentioned facets of servant leadership in a corresponding order when selecting and developing managers as servant leaders. The results and findings of our study provide rather comprehensive insights in the complex relationships of organizational commitment, commitment to supervisor and servant leadership, which can serve as a basis for further research and assist the managerial practice.
... (p. 7). This quote is "wellknown" in the servant leadership domain (Van Dierendonck, 2011), and since then, many relevant scales have been developed in the business context (e.g., Liden et al., 2008;Sendjaya et al., 2008;Van Dierendonck & Nuijten, 2011). Van Dierendonck (2011) reviewed these scales and identified six characteristics that constitute servant leadership: empowering and developing people, humility, authenticity, interpersonal acceptance, providing direction, and stewardship. ...
Article
This study argues, based on macro theory, which integrates self-determination and broaden-and-build theories, that a coach’s servant leadership enhances athletes’ intrinsic motivation and positive affect, thus enhancing their serving behaviors toward their teammates. In Study 1, data were collected from 600 athletes belonging to university athletic clubs in Japan through an online survey. In Study 2, data were collected from a university with one of the largest sport faculties in Japan at two time points—with 311 university athletes at Time 1 and 269 athletes, 3 months later, at Time 2. The results revealed that intrinsic motivation and positive affect sequentially mediated the positive relationship between coach servant leadership and athlete serving behaviors. The findings contribute to the development of the servant-leadership literature by demonstrating a new pathway from servant leadership of coaches (leaders) to serving behaviors of athletes (followers) based on macro theory.
... When Greenleaf envisioned the servant as leader, he drew on both the inspiration of the fictional prose of Herman Hesse's The Journey to the East (van Dierendonck, Nuijten and Heeren, 2009;Nuijten, 2009;Sendjaya, Sarros and Santora, 2008) and the wisdom gained from his own lived experiences (Greenleaf, 2002), much of which was spent within the ranks of management at AT&T (Nuijten, 2009). ...
Article
Full-text available
This paper proposes that a servant leadership style of engagement in a MOOC learning environment has the potential, via the implementation of a collaborative engagement model, to enhance learner intrinsic motivation. Servant Leadership is a leadership philosophy based on the premise ‘primus inter pares' or first amongst equals, thus the leader leads from within, sharing power rather than exerting power via controlling influence and the oppression of others. This style of engagement results in personal growth, enhanced identity and strengthening of community. Traditional concepts of learning, understood in terms of engagement with resources, tutor and others have become complex endeavours, with varying pedagogies emerging over time in alignment with the changes in the resources, context and number of people involved in the teaching and learning process. Nowadays technology is dominating as a mediator between learner and learning with the role of ‘other(s)' in one's learning being somewhat less regulated or even diminished. Technology based tools require, amongst other things, well developed capabilities in self directed learning strategies. Self directed learning implies taking a certain responsibility for one's own learning journey, often depicted in blogs, wikis and e-portfolios. However, many users of technology are not confident users of tools that are implicit in models of self directed learning in virtual contexts like MOOCs. In such instances, the autonomy required to achieve the level of competence in self directed learning strategies is a function of the relatedness of the learner to others in the social context of learning. These aspects of learning namely, competence, relatedness and autonomy are key elements of motivation and relate to basic psychological needs of the individual. Satisfying these needs allows for optimal growth of the person. As such then, the social context can either serve to enhance or diminish motivation. It is anticipated that the inclusion of an appropriate collaborative engagement model, i.e. one based on servant leadership attributes, has the potential to engage the learner in such a way that enhances intrinsic motivation and consequently the development of the necessary self direction required in MOOC settings. We envisage that a servant leadership style of engagement mediates the relationship between collaboration and enhanced intrinsic motivation, and further that enhanced motivation will lead to greater learner competence, and autonomy and thus self direction in learning, a key prerequisite for sustenance and survival in a MOOC environment.
... The conception developed by Liden et al. in 2008 and2014 serves as this paper's theoretical foundation. Furthermore, the qualities that form the conceptualizations of servant leadership in the models described by Greenleaf (1970), Farling et al. (1999, Spears (2004), Sendjaya et al. (2008Sendjaya et al. ( , 2019, Ingram (2016), and Aboramadan et al. (2020Aboramadan et al. ( a, 2021 is also implemented in this paper. These qualities can be viewed in relation to the seven scales developed by Liden et al. (2008Liden et al. ( , 2014: conceptualizing, emotional healing, putting followers first, helping followers grow and succeed, behaving ethically, empowering, and creating value for the community. ...
Article
Full-text available
The purpose of this study is to evaluate the moral interactions between power distance and servant leadership by conducting a critical analysis of Bangladeshi educational institutions. The educational administration framework in Bangladesh is the subject of our study, with particular reference to the policies of schools, colleges, and universities. The results are measured using five Likert scale questionnaires, and they are then input into SME using STATA software. As a result, there is currently a hierarchical, top-down administration that continuously puts educational management and administration before moral principles. The moral principles that uphold the connection between the theory of power distance and the servant leader as the foundational theoretical framework for moral principles. This study opens up a new perspective on the idea that moral values are fundamental to the way society is structured because they affect how individuals interact, how institutions function, and how communities thrive. Their impact is far-reaching, touching on everything from domestic relationships to global events.
... Servant leaders care about their followers' needs, support their personal and professional development, and promote a feeling of belonging and community in the organisation [19,21]. Research indicates that servant leadership is linked to increased employee happiness, trust, and organisational citizenship practices [22,23]. ...
Chapter
Full-text available
Work productivity is essential for organisational success, yet the reasons for varying levels of productivity among individuals are still not fully understood. This qualitative case study explores the elements that impact employee productivity and leadership practices through an examination of a private Business College’s1 Headquarter office in England. The study investigates motivational factors and engagement techniques used in this office through interviews with personnel and management. By studying real-world examples like this private business college, this research develops our understanding of productivity and leadership in contemporary business environments. The research aims to investigate the complex factors influencing employee productivity by drawing on motivational theories such as Self-determination Theory and Expectancy Theory, as well as insights from leadership literature on transformational leadership and employee engagement. Early findings indicate that internal motivators, such as autonomy, competency, and purpose, are crucial in enhancing employee productivity. Leadership styles that exhibit empathy, honesty, and a shared vision promote trust and cooperation, leading to increased employee engagement and performance. This research intends to provide important insights into employee productivity and leadership practices in the Headquarter office of a private business college setting by using a qualitative case study technique.
... Servant leaders care about their followers' needs, support their personal and professional development, and promote a feeling of belonging and community in the organisation (Greenleaf, 1970;Spears, 1995). Research indicates that servant leadership is linked to increased employee happiness, trust, and organisational citizenship practices (Liden et al., 2008;Sendjaya et al., 2008). ...
Article
Full-text available
Work productivity is essential for organisational success, yet the reasons for varying levels of productivity among individuals are still not fully understood. This qualitative case study explores the elements that impact employee productivity and leadership practices through an examination of a private Business College's Headquarter office in England. The study investigates motivational factors and engagement techniques used in this office through interviews with personnel and management. By studying real-world examples like this private business college, this research develops our understanding of productivity and leadership in contemporary business environments. The research aims to investigate the complex factors influencing employee productivity by drawing on motivational theories such as Self-Determination Theory and Expectancy Theory, as well as insights from leadership literature on transformational leadership and employee engagement. Early findings indicate that internal motivators, such as autonomy, competency, and purpose, are crucial in enhancing employee productivity. Leadership styles that exhibit empathy, honesty, and a shared vision promote trust and cooperation, leading to increased employee engagement and performance. This research intends to provide important insights on employee productivity and leadership practices in the Headquarter office of a private business college setting by using a qualitative case study technique.
... Servant leaders care about their followers' needs, support their personal and professional development, and promote a feeling of belonging and community in the organisation (Greenleaf, 1970;Spears, 1995). Research indicates that servant leadership is linked to increased employee happiness, trust, and organisational citizenship practices (Liden et al., 2008;Sendjaya et al., 2008). ...
Article
Work productivity is essential for organisational success, yet the reasons for varying levels of productivity among individuals are still not fully understood. This qualitative case study explores the elements that impact employee productivity and leadership practices through an examination of a private Business College's Headquarter office in England. The study investigates motivational factors and engagement techniques used in this office through interviews with personnel and management. By studying real-world examples like this private business college, this research develops our understanding of productivity and leadership in contemporary business environments. The research aims to investigate the complex factors influencing employee productivity by drawing on motivational theories such as Self-Determination Theory and Expectancy Theory, as well as insights from leadership literature on transformational leadership and employee engagement. Early findings indicate that internal motivators, such as autonomy, competency, and purpose, are crucial in enhancing employee productivity. Leadership styles that exhibit empathy, honesty, and a shared vision promote trust and cooperation, leading to increased employee engagement and performance. This research intends to provide important insights on employee productivity and leadership practices in the Headquarter office of a private business college setting by using a qualitative case study technique.
... This approach values empathy, listening and collaboration, resulting in a more engaged and motivated workforce than that found in the traditional pyramid. It also fosters a culture of trust, with leaders empowering employees to make decisions and take risks (van Dierendonck, 2011;Liden et al., 2008;Sendjaya et al., 2008). ...
Article
Full-text available
Purpose The purpose of this multi-voiced paper is to propose a prosocial paradigm for the field of performance management and management control systems. This new paradigm suggests cultivating prosocial behaviour and prosocial groups in organizations to simultaneously achieve the objectives of economic performance and sustainability. Design/methodology/approach The authors share a common concern about the future of humanity and nature. They challenge the influential assumption of economic man from neoclassical economic theory and build on evolutionary science and the core design principles of prosocial groups to develop a prosocial paradigm. Findings Findings are based on the premise of the prosocial paradigm that self-interested behaviour may outperform prosocial behaviour within a group but that prosocial groups outperform groups dominated by self-interest. The authors explore various dimensions of performance management from the prosocial perspective in the private and public sectors. Research limitations/implications The authors call for theoretical, conceptual and empirical research that explores the prosocial paradigm. They invite any approach, including positivist, interpretive and critical research, as well as those using qualitative, quantitative and interventionist methods. Practical implications This paper offers implications from the prosocial paradigm for practitioners, particularly for executives and managers, policymakers and educators. Originality/value Adoption of the prosocial paradigm in research and practice shapes what the authors call the prosocial market economy. This is an aspired cultural evolution that functions with market competition yet systematically strengthens prosociality as a cultural norm in organizations, markets and society at large.
... Paternalistic leadership, characterized by a caring and protective approach, is often observed in Indian organizations, aligning with the cultural emphasis on hierarchy and interpersonal relationships (Mittal, 2008). Additionally, the concept of "servant leadership" resonates with traditional Indian values, emphasizing leaders' commitment to the well-being of their followers (Sendjaya et al., 2016). ...
Article
Full-text available
This research paper aims to conduct a comprehensive comparative analysis of leadership styles prevalent in Indian and Western organizations. Leadership plays a pivotal role in shaping the organizational culture, influencing employee behavior, and ultimately impacting overall performance. Given the cultural and contextual differences between India and the Western world, understanding the nuances of leadership styles becomes crucial for effective management and successful cross-cultural collaboration. The study employs a mixed-methods approach, combining qualitative and quantitative research methodologies to capture a holistic view of leadership practices. Qualitative data will be gathered through in-depth interviews with leaders from both Indian and Western organizations, exploring their personal experiences, values, and perceptions of effective leadership. Additionally, quantitative data will be collected through surveys distributed to employees in various sectors, assessing their perspectives on leadership behaviors and their impact on organizational outcomes. The research aims to identify commonalities and differences in leadership styles between the two regions, considering factors such as communication styles, decision-making approaches, motivation techniques, and adaptability to change. The impact of cultural dimensions, such as collectivism versus individualism, power distance, and uncertainty avoidance, on leadership styles will also be analyzed. The findings of this study are expected to provide valuable insights for organizations operating in multicultural environments, facilitating better leadership practices that align with the specific cultural dynamics of each region. Additionally, the research may contribute to the development of cross-cultural leadership training programs, fostering effective communication and collaboration between Indian and Western professionals. By shedding light on the diverse leadership styles in Indian and Western organizations, this research aims to contribute to the global understanding of leadership practices and provide practical recommendations for organizations seeking to navigate the challenges of cross-cultural leadership. Ultimately, the study seeks to enhance the effectiveness of leadership in a globalized business environment, fostering successful intercultural collaboration and promoting organizational success.
... ‫المركبة.‬ ‫والخصائص‬ ‫األساسية‬ ‫الخصائص‬ ‫إلى‬ ‫الخادم‬ ‫القائد‬ ‫خصائص‬ ‫والتواضبع‬ ‫والتمكين‬ ‫والمصبداقية‬ ‫والنزاهة‬ ‫الرسية‬ ‫وهي:‬ ‫الخادم‬ ‫للقائد‬ ‫"أسباسبية"‬ ‫خصبائص‬ ‫ثمانية‬ ‫توضبيح‬ ‫وسبيتم‬ ‫وا‬ ‫واإلشراف‬ ‫واألصالة‬ ‫إليثار‬ (Ricky, 2017 (Kouzes& Posner, 1993;Neuschel, 1998 (Laub, 1999;Wong& Davey, 2007 andSendjaya et al., 2008 (Bai & Ren, 2016) . Yoshida, D. T., Sendjaya, S., Hirst, G., & Cooper, B. (2014). ...
Article
Full-text available
ملخص الدراسة: هدفت الدراسة الحالية الي التحقيق في دور البراعة التنظيمية كمتغير وسيط في العلاقة بين القيادة الخادمة والجدارات الجوهرية للمنظمة. استخدمت هذه الدراسة المنهج الكمي لتحليل قوائم الاستقصاء التي تم جمعها من عينه مكونه من 389 مفردة من العاملين في البنوك التجارية المصرية، وتم استخدام عدد من الأساليب الإحصائية مثل تحلیل التباين أحادي الاتجاه، وتحليل الانحدار والارتباط المتعدد وأسلوب تحليل المسار (آموس). وعلي الرغم من أن النتائج أظهرت أنه لا توجد علاقة جوهرية بين كل من بُعدي الدعم العاطفي والإقناع وبين البراعة التنظيمية بصورة فردية إلا أنه تم التوصل الي أن هناك علاقة جوهرية بين القيادة الخادمة وبين البراعة التنظيمية بصورة إجمالية. علاوة على ذلك، فقد توصلت نتائج الدراسة إلي وجود علاقة جوهرية ذات دلالة إحصائية بين البراعة التنظيمية وبين الجدارات الجوهرية بصورة إجمالية، على الرغم من أن الدراسة أثبتت أنه لا توجد علاقة جوهريه بين كل من الاستغلال وبين الجدارات الجوهرية. هذا وبالإضافة إلي أن نتائج الدراسة اكدت على وجود علاقة ارتباط طردية ذات دلالة إحصائية بين القيادة الخادمة والجدارات الجوهرية للمنظمة بصورة إجمالية، كما تبين من تحليل العلاقة بين أبعاد القيادة الخادمة وبين أبعاد البراعة التنظيمية في ضوء تحليل الانحدار المتعدد أن علاقة (الدعم العاطفي - الإقناع) كأبعاد للقيادة الخادمة غير جوهرية ويصعب الاعتماد عليها في تفسير كل تغير في توافر البراعة التنظيمية كداعم لتنمية الجدارات الجوهرية، ولكن في ظل تحليل المسار/ آموس والأخذ في الاعتبار العلاقات المتبادلة بين المتغير المستقل وتأثيره بشكل إجمالي على المتغير الوسيط وجد أن هناك علاقة غير مباشرة ذات دلالة إحصائية بين القيادة الخادمة في البنوك التجارية محل الدراسة والجدارات الجوهرية من خلال البراعة التنظيمية كمتغير وسيط. وأخيراً توصل الباحثين إلى مجموعة من التوصيات لتعزيز مستوى القيادة الخادمة والبراعة التنظيمية لتدعيم الجدارات الجوهرية للمنظمة للبنوك التجارية المصرية. مصطلحات ومفاهيم البحث: القيادة الخادمة، الجدارات الجوهرية للمنظمة، البراعة التنظيمية، البنوك التجارية المصرية. Abstract: The current study aimed to investigate the role of organizational ambidexterity as a mediating variable in the relationship between servant leadership and core competencies of the organization. This study utilized the quantitative method to analyses the questionnaires collected from a sample of 389 respondents who are working in Egyptian commercial banks. number of statistical methods were used such as One –Way ANOVA, and multiple correlation and regression analysis, and Path Analysis (AMOS). Although the findings showed no significant relationship between the dimensions of emotional healing and persuasive mapping and organizational ambidexterity individually, it was concluded that there is a significant relationship between servant leadership and organizational ambidexterity in general. Moreover, the study results concluded a significant relationship of statistical significance between organizational ambidexterity and core competencies of the organization in general, although the study proved that there is no significant relationship between both the exploitation and the core competencies of the organization. Furthermore, study findings confirmed that there is a direct correlation with a statistical significance between servant leadership and the core competencies of the organization in general, as it was found from the analysis of the relationship between the dimensions of servant leadership and the dimensions of organizational ambidexterity in the light of the multiple regression analysis that the relationship (emotional healing and persuasive mapping) as dimensions of servant leadership, it is not essential, and it is difficult to rely on it in explaining every change in the availability of organizational ambidexterity as a support for the development of core competencies of the organization. However, in light of AMOS analysis and considering the interrelationships between the independent variable and its overall effect on the mediating variable, it was found that there is an indirect and significant statistical relationship between servant leadership in the commercial banks and core competencies of the organization through organizational ambidexterity as a mediating variable. Eventually, the researchers suggested recommendations to enhance servant leadership and organizational ambidexterity to strengthen the core competencies of Egyptian commercial banks. Keywords: servant leadership, organizational core competencies, organizational ambidexterity, Egyptian commercial banks.
... Moreover, it differentiates itself from transactional leadership in the serving practices employed to achieve outcomes (Chathury, 2008). Servant leadership also incorporates relational aspects of leader-member exchange (LMX) for relationship-building (Hanse et al., 2015), integrates situational leadership principles for individual development (Chathury, 2008), applies the authentic attributes of authentic leadership, supports collaboration akin to enterprise leadership (Liden et al., 2014), includes some components of level 5 leadership (Van Dierendonck, 2011), and shares spiritual traits with spiritual leadership (Sendjaya et al., 2008). Nevertheless, servant leadership offers a more comprehensive approach, encompassing crucial dimensions absent from these existing leadership theories (Van Dierendonck, 2011). ...
Article
Purpose: The goal of this article is explore the intricacies of servant leadership, the evolving expectations of new generations, the importance of managerial competencies and values, and the empirical findings from the comprehensive research conducted. This exploration aims to provide valuable insights into the multifaceted world of leadership and management in contemporary organizations. Design/methodology/approach: This article is grounded in the findings of comprehensive ethnographic research. Data were collected mainly with open interviews conducted within four main groups: undergraduate students, final-year students, graduates and participants in postgraduate studies, and managers. In total, 53 interviews were conducted. For the purposes of this article, statements from managers (with varying levels of tenure and experience) were utilized. Interviews were transcribed, coded, categorized and interpreted. The second part of the research consisted of a literature analysis. Findings: Research findings indicate that both competencies and values are important in leadership, as they each bring unique benefits to a leader’s ability to effectively lead and influence others. Competencies are skills and abilities that enable a leader to effectively perform their job duties, while values are principles or beliefs that guide a leader’s decision-making and actions. Thus, a leader with strong decision-making and problem-solving skills can help navigate complex issues and make more informed decisions. Servant leaders should strive to develop both skills and values in order to effectively lead and influence others. Research limitations: The data collected through qualitative methods, may be subject to individual perceptions and biases. Participants may interpret servant leadership differently, influencing the accuracy of the findings. The dynamic nature of workplaces suggests that servant leadership characteristics may vary over time. Research implications: Managers’ values play a crucial role in shaping workplace dynamics and can extend their influence to broader societal contexts. A values-driven approach has the potential to create positive social impacts, contributing to ethical business practices, trustful relationships, and overall societal well-being. Originality/value: The paper has the potential to enrich scholarly discourse on leadership by offering a nuanced exploration of the interplay between competencies and values within the context of servant leadership, while also providing practical insights for organizational leaders and managers.
... Therefore, servant leaders will be able to create a culture of 'stewardship' in the organisation. Through this culture, the leader and the followers try to create value for society by proactively responding to society's needs (Liden et al., 2008;Sendjaya et al., 2008), resulting in a positive effect on the firm's performance in the long run. We argue that organisational stewardship strengthens the relationship between EO and firm performance. ...
Article
Although entrepreneurial orientation (EO) is widely believed to benefit firms, it is increasingly considered necessary but insufficient for achieving superior firm performance. To better understand the circumstances under which EO is beneficial for firms, we adopt a resource-based perspective to introduce chief executive officer (CEO) servant leadership as a critical moderator of the EO–performance relationship. We validate our predictions using multi-point data from 170 small firms in India. The results reveal that three servant leadership behaviours – altruistic calling, wisdom and emotional healing – strengthen the EO–performance relationship. Furthermore, consistent with systems logic, the performance benefits of EO are found to be greater when the CEO servant leadership is closer to an ‘ideal’ configuration of behaviours. Overall, our findings contribute to a better understanding of the role of CEO leadership behaviours in fully actualising EO’s performance potential, thus illuminating the importance of aligning a firm’s strategic posture with other constructs of interest.
... To measure the three components of digital transformation, we follow the continuity of previous authors (Janati-Idrissi, 2020; Mignenan, 2022d;Purbasari, 2021;Satalkina & Steiner, 2020a, 2020bYoussef & Hicham, 2022). We followed the recommendations of several authors (Russell & Stone, 2002;Sendjaya, Sarros, & Santora, 2008) using a 5-point frequency scale ("": from "never" to "very regularly"). We also retain the frequency of daily use of digital technologies, platforms, and media (Loonam, Zwiegelaar, Kumar, & Booth, 2020;McCarthy et al., 2021;Satalkina & Steiner, 2020b). ...
Article
Full-text available
Studies on the digital transformation of organizational services have clearly revealed its effectiveness. However, the link between the management of the digitization of functions, citizen mobilization and social innovation is little investigated. Even research on the effectiveness of the management of the digitalization of municipal services is almost non-existent. To shed light on this gray area, research with municipal councillors and heads of departments of municipalities in Chad was conducted. The hybrid approach has been deployed. She facilitated the production of data through 15 semi-structured interviews and 210 surveys per survey. The approach of deconstructing the management of the digitalization of services into three constructs (management of the appropriation of social media, management of the operationalization of digital platforms and management of organizational agility) was used. The results showed that the management of social media appropriation and organizational agility promote the emergence and structuring of the dynamics of citizen collective intelligence. Then, the management of the operationalization of digital platforms is a real lever for the adaptation and resistance of the social innovation system. While the dynamics of collective intelligence increase the resilience of the social innovation system. However, the management of organizational agility has little significant contribution to citizen mobilization. This concerns the management of collective citizen intelligence, considered as a factor in the pooling of know-how which generates performance in social entrepreneurial innovation. The article can be useful to municipal councillors and department heads who will use it to improve citizen mobilization practices. While the government and its partners will find new directions to build the capacity of municipal services so that they are able to develop social innovation projects.
... However, inclusive leadership focuses on facilitating processes with proactive feedback (Edmondson, 1999), whereas transformational leadership emphasizes a leader's visionary side that inspires followers to create their own solutions (Men, 2014). Another related construct to inclusive leadership is servant leadership, as both underline the humbling choices made by a leader to renounce a superior status (Sendjaya et al., 2008). However, a hallmark of servant leadership is rather the willingness to help followers in need vis-à-vis the concern for self-interests (van Dierendonck, 2011). ...
... Over the last decade, there is a noticeable increase in interest in spiritual leadership among management researchers and practitioners. Many researchers have noted the similarities between recently developed concepts of leadership based on positive aspects, known as value-based leadership theories (Sendjaya et al., 2008) or positive leadership theories (Alvesson & Einola, 2019), which focus more on ethics and moral issues (Burns, 2005). For example, Avolio and Gardner (2005) compared authentic leadership components with transformational, charismatic, servant, and spiritual leadership components, and claimed that there was a very high degree of similarities. ...
Article
Full-text available
Recently, there is a growing interest in the concept of spiritual leadership. However, there are conceptual and research dilemmas regarding distinctions between the concept of spiritual leadership and other leadership approaches, especially positive leadership theories. Thus, there is a need to distinguish between the semantic relation construct of spiritual leadership and other related concepts in the field of management. Therefore, the current study provides a systematic literature review and bibliometric analyses of the 422 publications on spiritual leadership that were published between 1980 and 2021. The VOSviewer software with network visualization map was used. This paper contributes to understanding related aspects of spiritual leadership with other leadership approaches, provides a framework for integrating existing theories of leadership and leads to the identification of questions for future research. The study includes concepts based only on moral and ethical issues.
... Servant leaders are humble and are deeply concerned about their followers' growth (Ehrhart, 2004;Liden et al., 2008;Sendjaya et al., 2008). They prefer to be outspoken, to connect both verbally and nonverbally and to be open to others' ideas (Hunter et al., 2013). ...
Article
Purpose Business schools play a significant role in providing individuals with the ability to adapt to constantly changing environments. Such agile organizations require deans who, as leaders, possess the knowledge and attributes of astute and responsible executives. In this regard, the measurement of the attributes of leadership paves the way for evaluating a leader’s options process. In this study, we measure the attributes of leadership to pave the way for evaluating a leader’s decision-making process. Design/methodology/approach The rich data included the opinions of 93 university professors from seven countries: Iran, India, China, France, the UK, Canada and the USA. In appraising the responses, the authors considered the nationality and the development level of each participant’s country and continent. In this study, the authors developed an online questionnaire based on the best-worst method (BWM). By performing a one-way analysis of variance (ANOVA), the authors also determined the significant statistical differences of the scientific communities through the lenses of authentic leadership, leader-member exchange and social identity and leadership. Findings The results provide evidence of transparency, measured as the most important criterion for leading a business school, i.e. knowledgeable deanship. Furthermore, the findings reveal a meaningful difference between developed and developing countries in the context of an authentic leadership pillar. Originality/value This paper contributed to the literature in five major ways as follows: The authors investigated the attitudes of scientific communities from different countries, business schools, BWM, dean selection and leadership evaluation.By means of the BWM, the authors measured the criteria culminating in the selection of a knowledgeable leader for a business school.The authors compared and contrasted the attitudes of scientific communities in developing countries vis-à-vis those in developed ones.The authors addressed the differences and similarities among countries in relation to the selection of a knowledgeable business school leader.The authors provided beneficial insights by addressing the different perspectives of researchers on the weights of the criteria involved in the selection procedure for a business school dean.
... Servant leaders prioritize the wellbeing and development of their followers, empowering them to reach their full potential (Greenleaf, 1970). This style fosters trust, collaboration, and ethical behavior, creating a culture of service and community within the organization (Sendjaya et al., 2008). Recent research has highlighted the importance of adaptive leadership, emphasizing leaders' ability to navigate complexity, uncertainty, and change (Northouse, 2018). ...
Article
Full-text available
Purpose: The primary purpose of this research is to explore the intricate dynamics of human interaction in organizational contexts, focusing on communication, teamwork, leadership, and organizational culture. By comprehensively examining these aspects, the study seeks to uncover how they collectively impact organizational effectiveness and individual satisfaction. Research Design and Methodology: The methodology involves a qualitative literature review, integrating data from various academic sources, including journals and books. The research utilizes systematic search strategies, rigorous inclusion and exclusion criteria, and qualitative content analysis to ensure a comprehensive synthesis. Findings and Discussion: The study reveals that effective communication is pivotal in maintaining operational efficiency and fostering a positive work environment. Leadership styles significantly influence workplace dynamics, affecting everything from decision-making processes to employee morale. Teamwork and organizational culture are identified as crucial elements that contribute to the overall health and productivity of organizations. Implications: The findings suggest practical applications for organizational leaders aiming to enhance workplace interactions and organizational policies. Recommendations include investing in leadership development, fostering a collaborative culture, and implementing robust communication systems to improve engagement and productivity. Theoretical contributions include a deeper understanding of the interplay between individual behaviors and organizational structures, offering a foundation for future research in organizational behavior.
Article
Full-text available
Zusammenfassung Der vorliegende Beitrag in der Zeitschrift Gruppe. Interaktion. Organisation. (GIO) stellt eine qualitative Studie erfolgreichen Führungsverhaltens von Scrum Mastern vor. Die in der Softwareentwicklung weitverbreitete Scrum-Methode beschreibt das Scrum-Team als Self-Managing-Team und die Scrum Master als Servant Leader, die in der Praxis jedoch in ihrem Führungsverhalten große Varianz zeigen. Ausgehend von elf leitfadengestützten Experteninterviews mit Mitgliedern von Scrum-Teams wurde mithilfe einer qualitativen Inhaltsanalyse ein Prozessmodell entwickelt, das erfolgreiches Führungsverhalten von Scrum Mastern und Voraussetzungen für den Führungserfolg beschreibt. Das Prozessmodell stellt dar, dass erfolgreiches Führungsverhalten von Scrum Mastern durch Empowering Leadership, die Unterstützung der Teammitglieder und gute Beziehungen zu den Teammitgliedern gekennzeichnet ist. Konzepte von Servant Leadership, die über Empowering hinausgehen, spielen nur eine untergeordnete Rolle für den Führungserfolg. Eine wichtige Voraussetzung für erfolgreiche Führung ist die technische, organisatorische und kommunikative Kompetenz der Scrum Master. Der Führungserfolg ist zudem mit der Selbstorganisation des Teams und dem Wissensmanagement im Team eng verknüpft. Das in der Studie entwickelte Prozessmodell eignet sich zur quantitativen Validierung im Rahmen zukünftiger Forschung und bietet darüber hinaus Orientierung bei der Auswahl und Weiterentwicklung von Scrum Mastern.
Article
Full-text available
Organizations face challenges in fostering healthy work relationships among staff, which are crucial for organizational effectiveness and employee well-being. Despite the recognized importance of servant leadership and psychological safety in promoting healthy work environments, there is limited understanding of how these factors interact with socially responsible leadership to influence work relationships within the setting of Ugandan public universities. Therefore, our study investigates the relationship between servant leadership, healthy work relationships, psychological safety, and socially responsible leadership within public universities in Uganda. Drawing on a sample of 241 staff, a moderated mediation analysis was conducted to find out the indirect effect of servant leadership on healthy work relationships through psychological safety, moderated by socially responsible leadership. The results indicate a significant positive association between servant leadership and healthy work relationships. Furthermore, psychological safety was found to mediate this relationship, suggesting workers who believe there is more servant leadership experience greater psychological safety, leading to healthier work relationships. Additionally, socially responsible leadership was found to moderate the way servant leadership indirectly affects healthy work relationships via psychological safety. These findings underscore the prominence of fostering servant leadership qualities and promoting a supportive organizational climate characterized by psychological safety and ethical leadership practices.
Article
This study is of significant importance to academic researchers, policymakers, and practitioners, and delves into the impact of quality performance leadership on political leadership at the local government level in Nigeria. The focus is on the case of the Abuja Municipal Area Council (AMAC) in the Federal Capital Territory (FCT). Using the conceptual frameworks of transformational leadership, servant leadership, and performance management frameworks to inspire and motivate their followers to achieve extraordinary outcomes, serve their constituents and set goals, monitor progress, and evaluate outcomes to enhance local government accountability, transparency, and service delivery. Through a qualitative methodology, data was collected via interviews, observations, document analysis, and review of case studies to analyze information provided by participants. The findings revealed that effective leadership in the LGAs could lead to better policy formulation processes because the Chairpersons and their team understand the needs and dynamics of their communities. Such understanding leads to better service delivery, robust community engagement, diligent resource management, and proactive development initiatives tostimulate economic growth and improve the quality of life for citizens living in the LGA. The study recommends implementing a comprehensive training and development program for leaders focusing on leadership skills, communication, and accountability. It also recommends leveraging and adopting emerging technologies to improve service delivery, and efficiency, and improve stakeholder engagement.
Chapter
This chapter delves into the transformative potential of servant leadership within the realm of organizational conflict management, asserting its foundational ethos of empathy, stewardship, and a commitment to communal growth. Through a meticulous exploration of theoretical underpinnings and practical implications, the text reveals how servant leadership navigates and resolves interpersonal and group dynamics conflicts. It highlights strategic approaches to fostering inclusive, supportive environments conducive to innovation and collective success. Anticipating future trajectories, it advocates integrating technological advancements and diversity, equity, and inclusion initiatives. This comprehensive discourse underscores servant leadership's efficacy in cultivating harmonious, resilient organizational cultures, marking a pivotal shift towards empathetic, inclusive leadership practices
Chapter
In today’s fast-paced and unpredictable business environment, leaders need to anticipate and respond effectively to the volatile, uncertain, complex, and ambiguous (VUCA) effects that can disrupt their organizations. This chapter explores the concept of servant leadership and its reflex to VUCA effects through the lens of chaos theory. By grasping the principles of servant leadership and harnessing the dynamics of chaos theory, leaders can cultivate a proactive approach to traverse turbulent periods and instill resilience within their teams. This research study illuminates servant leadership’s pivotal attributes, expounds upon chaos theory principles, and elucidates how these two concepts can harmoniously merge to anticipate and tackle the challenges posed by VUCA effects. The chaos theory perspective reflects that leaders can better understand the interconnectedness of events, adapt their leadership approach accordingly, and proactively anticipate and respond to VUCA effects. Through this comprehensive exploration, leaders will gain valuable insights into adapting their leadership style and effectively guiding their teams in a VUCA world.
Article
Extant research has uniformly demonstrated that servant leadership is beneficial for followers, teams, and even organizations. Drawing upon social information processing theory and social exchange theory, we challenge this prevalent conclusion by analyzing the dual impact mechanism of servant leadership on followers' work–family conflict. A total of 402 Chinese working adults responded to a three‐wave online questionnaire survey. The results revealed that: on the one hand, servant leadership can enhance thriving at work and reduce the work–family conflict of subordinates; on the other hand, servant leadership can also trigger workaholism in subordinates, which can increase work–family conflict. Traditionality of followers moderates the dual mechanism of servant leadership on work–family conflict. This study reveals the benefits and perils of servant leadership and the important role that traditionality plays in this unique leadership process.
Chapter
This book chapter explores the transformative shift in leadership and organizational change within educational contexts, highlighting the transition from traditional models to more inclusive, adaptive, and human-centered approaches. It delves into the concepts of servant leadership and transformative change as pivotal frameworks for fostering educational environments conducive to the comprehensive growth of students, educators, and the broader community. By integrating theoretical insights with practical implications, the chapter provides a nuanced exploration of cultural transformation, structural reconfiguration, pedagogical innovation, professional development, and community engagement. Through this lens, the chapter offers a comprehensive framework for understanding and implementing leadership and change practices that nurture dynamic, resilient, and inclusive school environments, contributing to the broader discourse on educational leadership and societal transformation.
Article
Purpose Past studies show that Machiavellianism, Organizational Cynicism, and Workplace Incivility can lead to adverse behavioral outcomes. For a munificent work climate and performance, managing these behaviors is essential. Which may hypothetically be difficult for leaders with positive behavioral orientation. Servant Leaders possess positive qualities like forgiveness, compassion, morality, and emotional healing. The study attempts to examine whether they are overwhelmed by or are able to manage the impact of behaviors like Machiavellianism, Organizational Cynicism and Workplace Incivility which are known to hamper trust and performance. Method The study employs moderated mediation analysis using structural equation modeling (SEM) to model the moderating role of servant leadership over the relationship between Machiavellianism, Organizational Cynicism, and Organizational Incivility (independent variables) and performance (dependent variable) as mediated by trust climate. Findings Results show that Servant Leadership plays a moderating role such that it significantly diminishes the negative effect of Machiavellianism, Organizational Cynicism and Organizational Incivility on Trust climate and (through that) on performance. Trust climate fully mediates the negative relationship between independent variables and dependent variables. Practical Implications Present study suggests that the positive qualities of servant leaders are not overwhelmed by Machiavellianism, Organizational Cynicism, and Workplace Incivility. Instead, they are successfully able to maintain environment of trust leading to positive performance. Originality/Value Since the impact of Servant Leadership style in presence of negative behaviors has not been examined yet; present study fills this gap and shows that qualities of servant leaders reduce the impact of negative behaviors like Machiavellianism, Organizational Cynicism and Workplace Incivility.
Article
This study aimed to analyse servant leadership's attributes in the theory and practice of critical pedagogy and find commonalities that produce an integrative model that will answer to the school leadership of neoliberalism. The study found an integrative model between servant leadership style and critical pedagogy that includes similar attributes of servant leadership and critical pedagogy related to the dimensions of transcendental spirituality, emotional healing and putting students first, creating value for the community, empowering students and helping students develop and succeed, demonstrating conceptual skills and behaving ethically. This integrative model is a constructive answer to the implementation of school leadership of neoliberalism.
Chapter
The social service sector faces various challenges that make it complex to operate. Social service professionals must adapt to handle a diverse range of issues and use specialized knowledge to provide tailored solutions. Effective communication and collaboration are essential in this field, as well as coordination among various organizations, stakeholders, and government entities. Recognizing and addressing the intricacies of the social service sector is crucial to creating an environment that fosters positive social change and supports the well-being of individuals and communities. Therefore, servant leadership is crucial in this sector, and this study aims to analyze the influence of servant leadership (SL) on organizational citizenship behavior (OCB) in the social service sector. By understanding the impact of servant leadership on organizational citizenship behavior, we can enhance our knowledge of how to create a positive work environment that empowers social service professionals to better serve their communities.
Chapter
This chapter delves into the transformative potential of servant leadership in fostering teacher engagement within educational settings. Anchored in the foundational principles posited by Robert K. Greenleaf, it examines the paradigm shift towards a more inclusive, empathetic, and service-oriented leadership approach. Through a comprehensive analysis of empirical studies and theoretical frameworks, the chapter elucidates how servant leadership practices contribute to creating supportive, collaborative, and ethically grounded educational communities. Strategic interventions aimed at overcoming institutional resistance and conceptual ambiguities are discussed, paving the way for effective implementation. The chapter concludes by highlighting the alignment of servant leadership with contemporary educational challenges, advocating for adaptive, compassionate leadership models that prioritize the well-being and development of educators and students alike.
Article
Full-text available
Servant Leadership is a leadership approach that focuses on service to others. The main characteristics of servant leadership are explained in detail, including a focus on service to Team members and the communities served, the ability to understand and feel the experiences of others, as well as the concepts of leadership by example, empowerment, focus on growth and development, building strong relationships, and collaborative decision making. Apart from that, this text describes the implementation of servant leadership at LKP Quali International Surabaya (QIS) along with the results achieved, including improving the quality of the institution and the awards obtained. Effective implementation of servant leadership has played an important role in creating an inclusive work environment, empowering Team members, and encouraging more holistic and sustainable decision making at LKP QIS. Thus, this text provides a systematic overview of the concept of servant leadership and its positive influence in educational institutions.
Article
Full-text available
Purpose: The aim of the study was to analyze the influence of servant leadership on team cohesion and innovation in South Korea. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Servant leadership in South Korea fosters trust, collaboration, and open communication among team members, enhancing both team cohesion and innovation. This leadership style promotes a culture where teams work cohesively, share diverse perspectives, and engage in collective problem-solving, fostering creativity and continuous innovation. Servant leaders' emphasis on empathy and stewardship contributes significantly to creating supportive team dynamics that nurture experimentation and adaptive approaches within organizations. Unique Contribution to Theory, Practice and Policy: Social exchange theory, transformational leadership theory & social identity theory may be used to anchor future studies on influence of servant leadership on team cohesion and innovation in South Korea. Organizations can benefit by integrating servant leadership principles into leadership development programs and organizational culture. Governmental and organizational policies should incentivize and support the adoption of servant leadership practices.
Article
Volunteers are integral to civic and social life, and leadership is integral to keeping volunteers satisfied and committed. However, volunteer leadership research is hindered by the dispersion of leadership theories and the absence of a specialized leader behavior assessment tool. To address this, we developed and validated a four-dimensional scale for evaluating the behaviors of leaders of volunteers. Using confirmatory factor analyses, we confirmed a four-factor, hierarchical model in an Australian emergency volunteer sample. Concurrent validity was confirmed in relation to satisfaction with leadership, overall satisfaction with volunteering experience, and affective organizational commitment. Further details of quantitative studies for scale evaluation are provided. This study provides researchers and practitioners with a valid and reliable instrument to assess different aspects of effective leader behaviors within the volunteering context. Implications, limitations, and future research directions are discussed.
Article
Full-text available
Compassionate leadership is characterised by an interactive and motivating dynamic between superiors and subordinates, which encourages the latter to question long-held beliefs and encourages them to consider other perspectives. Compassionate leaders control tactics to get followers to do what they want, in order to fulfil employees' self-interests. They seem disinterested and unattractive throughout the awards process, yet they pay close attention to the tasks completed and errors made, and they stay out of the way of organisational operations. In this study the researcher attempted to Identify the impact of compassionate leadership style on the employees job satisfaction at Norbuling Rigter College, Bhutan. Considering the objectives of the current study the researcher has selected a sample of 47 employees working in the Norbuling Rigter College, Bhutan by following the purposive sampling method. Since the present study is a case study the researcher has followed interview method. The researcher has interviewed the employees working in the Norbuling Rigter College with the self- structured questionnaires based on the leadership and the job satisfaction level of the employees. It has been found out that Compassionate leadership practices has significant impact on the job satisfaction level of the employees in Norbuling Rigter College. There is positive relationship between the leadership practices and the job satisfaction in Norbuling Rigter College Key words: Leadership, Compassion, Private Employees.
Article
Full-text available
Gratitude is conceptualized as a moral affect that is analogous to other moral emotions such as empathy and guilt. Gratitude has 3 functions that can be conceptualized as morally relevant: (a) a moral barometer function (i.e., it is a response to the perception that one has been the beneficiary of another person's moral actions); (b) a moral motive function (i.e., it motivates the grateful person to behave prosocially toward the benefactor and other people); and (c) a moral reinforcer function (i.e., when expressed, it encourages benefactors to behave morally in the future). The personality and social factors that are associated with gratitude are also consistent with a conceptualization of gratitude as an affect that is relevant to people's cognitions and behaviors in the moral domain.
Article
Full-text available
Cross-sectional studies of attitude-behavior relationships are vulnerable to the inflation of correlations by common method variance (CMV). Here, a model is presented that allows partial correlation analysis to adjust the observed correlations for CMV contamination and determine if conclusions about the statistical and practical significance of a predictor have been influenced by the presence of CMV. This method also suggests procedures for designing questionnaires to increase the precision of this adjustment.
Article
Full-text available
This paper attempts to resolve the paradox of servant leadership (SL). It first seeks to remove the concern that one has to give up power in order to practice servant leadership by recognizing the legitimate use of various bases of social power. It then describes a multidimensional model of servant leadership and the Servant Leadership Profile. As a result of taking into account authoritarian hierarchy and egotistic pride as two main forces antithetical to the implementation of SL, an opponent-process model (OP) is proposed. According to the OP model, the presence of SL is predicated on the absence of authoritarian hierarchy and egotistic pride. Finally, the paper introduces the Revised Servant Leadership Profile that is based on the OP model and then discusses its practical implications. We gratefully acknowledge Ben Schulz for his assistance in data analysis and Prof. Andrea Soberg for her helpful comments. Interest in servant leadership has increased in recent years. Conferences, courses, publications, and programs promoting servant leadership (SL) have multiplied. Most of the companies at the top of Fortune Magazine's best companies to work for in America have adopted some aspects of SL. There are at least two reasons for its resurgence: (1) SL is part of the larger movement away from command-and-control leadership towards participatory and process-oriented leadership in the IT-based economy, and (2) SL holds the promise of an ethical and socially responsible management and leadership as an antidote to corporate scandals.
Article
Full-text available
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Article
Full-text available
In this study, the authors examined the findings and implications of the research on trust in leadership that has been conducted during the past 4 decades. First, the study provides estimates of the primary relationships between trust in leadership and key outcomes, antecedents, and correlates (k = 106). Second, the study explores how specifying the construct with alternative leadership referents (direct leaders vs. organizational leadership) and definitions (types of trust) results in systematically different relationships between trust in leadership and outcomes and antecedents. Direct leaders (e.g., supervisors) appear to be a particularly important referent of trust. Last, a theoretical framework is offered to provide parsimony to the expansive literature and to clarify the different perspectives on the construct of trust in leadership and its operation.
Article
Full-text available
This article presents an integrated construct of servant leadership derived from a review of the literature. Subscale items were developed to measure 11 potential dimensions of servant leadership: calling, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and community building. Data from 80 leaders and 388 raters were used to test the internal consistency, confirm factor structure, and assess convergent, divergent, and predictive validity. Results produced five servant leadership factors—altruistic calling, emotional healing, persuasive mapping, wisdom, and organizational stewardship—with significant relations to transformational leadership, leader-member exchange, extra effort, satisfaction, and organizational effectiveness. Strong factor structures and good performance in all validity criteria indicate that the instrument offers value for future research.
Article
Full-text available
The present paper reviews and summarises the research and literature on the nature and causes of bullying at work. Bullying occurs when someone at work is systematically subjected to aggressive behaviour from one or more colleagues or superiors over a long period of time, in a situation where the target finds it difficult to defend him or herself or to escape the situation. Such treatment tends to stigmatise the target and may even cause severe psychological trauma. Empirical studies on the causes of bullying have concentrated on the personality of the victim and psychosocial factors at work. Most studies treat bullying as a unified phenomenon, in spite of the fact that different kinds of behaviours are involved. The concepts of dispute-related and predatory bullying are introduced in an effort to broaden the perspectives used in future investigations on both the nature and the causes of bullying at work.
Book
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.
Article
Lack of unidimensionality in structural equation models most often represents misspecification. The authors review the necessary conditions for unidimensional measurement of constructs. Two methods which assist the researcher in measurement model respecification, multiple-groups analysis and similarity coefficients, are presented and an example illustrating the use of these methods is given.
Article
The authors outline an updated paradigm for scale development that incorporates confirmatory factor analysis for the assessment of unidimensionality. Under this paradigm, item-total correlations and exploratory factor analysis are used to provide preliminary scales. The unidimensionality of each scale then is assessed simultaneously with confirmatory factor analysis. After unidimensional measurement has been acceptably achieved, the reliability of each scale is assessed. Additional evidence for construct validity beyond the establishment of unidimensionality then can be provided by embedding the unidimensional sets of indicators within a nomological network defined by the complete structural model.
Article
Environmental education in Australian schools is generally becoming recognised as education for the environment, as distinct from but usually including education ‘about’ and education ‘in’ the environment (Greenall, 1987). This means that students of environmental education will be encouraged to develop an attitude of caring for the Earth (including the biosphere) and its resources, and to participate actively in maintaining and improving the quality of their environment. What encourages students (and ourselves) to move actively towards these goals? The desire to ‘act’, it will be argued, comes from within ourselves. Until recently taking action for the environment has been seen as the top of a hierarchy of environmental education objectives. It has been assumed that an awareness of environmental problems leads to the acquisition of knowledge, which contributes to the development of attitudes and values and a feeling of concern for the environment, which then prompts one to take positive actions for the environment (see for example, Carin and Sund, 1985, p.88). However more recent research has attempted to formulate theoretical models identifying the factors (and their possible causal connections) which result in individuals taking responsible environmental action. Hines et al., (1988), for example, hypothesised that personality factors (such as one's ‘locus of concern’), knowledge of issues and action strategies, and action skills were positively correlated with taking responsible environmental action. The causal connections are problematic however and Iozzi(1988) concluded that simply being aware of environmental concerns and knowledgeable about them does not automatically lead to taking action for the environment.
Article
Is it appropriate to integrate spirituality info the management of an organization? Does spirituality make a company more profitable?.
Article
The abstract for this document is available on CSA Illumina.To view the Abstract, click the Abstract button above the document title.
Article
Content experts frequently are used in the judgment-quantification stage of content validation of instruments. However, errors in instrumentation may arise when important steps in selecting and using these experts are not carefully planned. The systematic process of choosing, orienting, and using content experts in the judgment-quantification stage of instrument development is addressed, with particular attention to the often neglected, important step of familiarizing these experts with the conceptual underpinnings and measurement model of the instrument. An example using experts to validate content for a measure of caregiver burden is used to illustrate this stage of instrument review. © 1997 John Wiley & Sons, Inc. Res Nurs Health 20: 269–274, 1997
Article
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
Article
Leadership and followership are unified in an interdependent relationship exemplified by the idea of teamwork. Ethical concerns are among the valuational elements essential to developing loyalty and trust in this relationship. However, because of their need to maintain power and distance, self-serving leaders may become detached from how their actions are perceived and reacted to by followers. This pattern can be especially damaging to teamwork when leaders continue to receive disprortionate rewards despite their poor performance, especially when coupled with organizational downsizing and layoffs. Implications are drawn regarding the ethics of equity, responsibility, and accountability in the exercise of authority and power.
Article
"Construct validation was introduced in order to specify types of research required in developing tests for which the conventional views on validation are inappropriate. Personality tests, and some tests of ability, are interpreted in terms of attributes for which there is no adequate criterion. This paper indicates what sorts of evidence can substantiate such an interpretation, and how such evidence is to be interpreted." 60 references. (PsycINFO Database Record (c) 2006 APA, all rights reserved).
Article
The purpose of this article is to review recent advanced applications of causal modeling methods in organizational and management research. Developments over the past 10 years involving research on measurement and structural components of causal models will be discussed. Specific topics to be addressed include reflective vs. formative measurement, multidimensional construct assessment, method variance, measurement invariance, latent growth modeling (LGM), moderated structural relationships, and analysis of latent variable means. For each of the areas mentioned above an overview of developments will be presented, and examples from organizational and management research will be provided.
Article
This paper suggests that different styles of leadership arouse different sorts of normative motivation among followers, and these di-verse motivational sources in tum are associated with different forms of participant contribution to organizational success. Three interrelated clusters of leadership styles, normative motivation of followers, and or-ganizational citizenship behavior are described. Leadership that appeals exclusively to followers' self-interests is associated with preconventional moral development and dependable task performance. Leadership styles focusing on interpersonal relationships and social networks are associated with followers' conventional moral development and work group collaboration. Transforming leadership that both models and nur-tures servant leadership abilities is associated with post-conventional moral development and responsible participation in organizational gov-emance. I nducing constructive contributions from participants in collective entities and enterprises has long been a concern of political philosophers and organiza-tional scholars. The role leaders potentially play in inspiring or otherwise moti-vating the behavior of followers has received special attention. Building on the observations of Burns (1978) and Greenleaf (1977) that leaders have the poten-tial of enhancing the moral development of followers, this paper proposes theo-retical linkages between a range of well-known styles of leadership behavior, three paradigmatic levels of moral reasoning, and three forms of participant contribution, also called organizational citizenship behavior (OCB). The first section ofthe paper offers brief overviews of research on varieties of OCB and levels of moral development. In the second section these typologies are related to each other and also to a range of styles of leadership. The paper concludes with an assessment of the contradictory potential of charismatic lead-ership.
Article
This study empirically evaluates the relationships between rationally and empirically estimated item indices used in the development of a test of land navigation knowledge for the US Marine Corps. Three land navigation instructors provided ratings on three item indices (item content validity ratios [CVRs], difficulty, and discrimination). These ratings were correlated with empirically derived item indices (difficulty, discrimination, and item-criterion correlations) obtained from the scores of 359 Marines on measures of land navigation knowledge, skill, and performance. Contrary to previous research, item CVRs were significantly correlated with all three empirically determined item indices. The increased effectiveness of rational item indices obtained in the present study over those from previous research appears to be related to the following areas: qualifications of expert raters, match of raters to the rating task, and the nature of the rating task. The implications for content-oriented test design and for judgmental test validation strategies are discussed.
Article
Structural equation modeling (SEM) has become increasingly popular for analyzing data in the social sciences, although several broad reviews of psychology journals suggest that many SEM researchers engage in questionable practices when using the technique. The purpose of this study is to review and critique the use of SEM in counseling psychology research regarding several of these questionable practices. One hundred five studies from 99 separate articles published in the Journal of Counseling Psychology between 1987 and 2003 were reviewed. Results of the review indicate that many counseling psychology studies do not engage in various best practices recommended by SEM experts (e.g., testing multiple a priori theoretical models or reporting all parameter estimates or effect sizes). Results also indicate that SEM practices in counseling psychology seem to be improving in some areas, whereas in other areas no improvements were noted over time. Implications of these results are discussed, and suggestions for SEM use within counseling psychology are provided.
Article
This article offers a critical analysis of scholarship on spirituality and leadership. The article argues that the concept of spirituality is more disparate and contested than the current leadership literature acknowledges. It asserts that spirituality is often defined in opposition to religion and that this opposition is not an accurate description of a complex interrelationship. Scholars who uphold a view of bringing the “whole person” to work are inconsistent if they view spirituality as appropriate in the workplace but exclude diverse employees' particular, specific religious expressions from it. The concluding section offers implications from this critical exploration of leadership and spirituality and suggests that the task of effective organizational leadership is not to promote a single spiritual framework but, rather, to create a structure and culture in which leaders and followers can respectfully negotiate religious and spiritual diversity.
Article
The purpose of this article is to review recent advanced applications of causal modeling methods in organizational and management research. Developments over the past 10 years involving research on measurement and structural components of causal models will be discussed. Specific topics to be addressed include reflective vs. formative measurement, multidimensional construct assessment, method variance, measurement invariance, latent growth modeling (LGM), moderated structural relationships, and analysis of latent variable means. For each of the areas mentioned above an overview of developments will be presented, and examples from organizational and management research will be provided.
Article
This paper examines the philosophical foundation of servant leadership by extracting several value-laden principles drawn from Greenleafs and Jesus Christ's delineation of the concept. The primary intent and self-concept of servant leaders are singled out as the distinctive features of servant leadership. While empirical research studies are critically needed to develop the concepts underlying the servant leadership movement into sound theory, an accurate understanding of the conceptual roots of servant leadership is essential in the process. The current developmental stage of the servant leadership movement is explored in order to provide some useful signposts for future research directions.
Article
Executive Summary Among the most prominent developments in recent years in the investigation of transformational leadership has been the confirmation of the utility of transformational leadership for increasing organizational satisfaction, commitment, and effectiveness, and the 6-factor model of the transformational-transactional factorial structure. Also, we have increased our understanding of transformational dynamics. In this paper, I hope to show how transformational leadership relates to the creation and maintenance of the learning organization. To do this, the meaning of transformational and transactional leadership and the Full Range of Leadership will be discussed and how the components of transformational and transactional leadership contribute to a learning organization will be examined. The future of leadership and administration will be considered in the light of the current state of affairs in educational leadership.
Article
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.
Article
The statistical techniques used in American Educational Research Journal (AERJ) research articles between 1979 and 1983 were coded by (a) type of technique, and (b) "major" or "minor" importance for comprehending the research findings. Twenty-seven types of technique were identified and further classified as "basic," "intermediate," or "advanced" level, in terms of typical statistics course progression. Of the "major" techniques, 33%, 37%, and 17% were basic, intermediate, and advanced level,, respectively. A review of statistics texts currently in use revert led that basic texts predominate and that the content coverage in both the basic-and intermediate-level texts generally matched well the techniques found in the AERJ articles. The findings suggest that students with both a basic-and intermediate-level knowledge of statistics would understand most of the techniques encountered in AERJ. Other topics addressed included an examination of trends in use of statistical techniques over time, and a comparison of AERJ techniques with those used in a sample of Journal of Educational Psychology (JEP) articles for the same time period.
Article
In discussions about how HR policy can facilitate work-family balance, working time arrangements are a critical issue. Recent research in Europe, North America and Australia has shed light on the preferences of employees who are ‘juggling’ work and family in regard to three key aspects of working time - total working hours, access to part-time work, and flexibility. This article compares data from a number of these studies on working time preferences in order to explore the relative strength of different preferences, the factors underpinning differences among employees, areas of strongest unmet demand, and the implications that these findings suggest for HR policy.
Article
The development of methods of analysis for linear structural equation models with latent variables has pro- vided researchers considerable means to construct, test, and modify theories. However, the initial analysis al- most invariably indicates the need for a revised model, either in the measurement of the latent variables or in the causal relations among the latent variables. The pur- pose of this article is to present some methods for re- specifying measurement models.
Article
The effective management of work/life balance (WLB) is an issue increasingly recognized as of strategic importance to organizations and of significance to employees. We argue that an organization's need to attract and retain valued employees in a highly competitive labour market is a strong motivating factor for increased organizational awareness and action with regard to implementation and management of WLB strategies. In this paper, we report the findings of three surveys conducted annually from 1997 to 2000 with organizations in Australia. We explore the range and usage of WLB strategies in Australian organizations and identify the barriers to those strategies. It is evident that, while some achievements have been made over the years, there remain substantial challenges for the uptake and management of WLB strategies.
Article
This paper offers a critical analysis of charismatic leadership (in several guises) because of its absence of moral safeguards. The heightened motivation inspired by charismatic or transformational leadership may override followers' moral misgivings. Many previous writers on the subject have made only passing reference to this inherent danger by noting that charismatic leadership is value-neutral: Mahandas Gandhi, Rev. Martin Luther King, Jesus Christ, Adolph Hitler, Rev. Jim Jones, and Joseph Stalin are all frequently cited as charismatic leaders. This paper goes further by searching out a model of leadership that is both inspirational and moral. Three examples from workplace settings are described to illustrate the new model: servant-leadership.
Article
In this paper I argue that a greater understanding of the part of ethics in leadership will improve leadership studies. Debates over the definition of leadership are really debates over what researchers think constitutes good leadership. The ultimate question is not “What is leadership?” but “What is good leadership?” The word good is refers to both ethics and competence. Research into leadership ethics would explore the ethical issues of current leadership research, serve as a critical study of the field, analyze and expand normative theories of leadership, and develop new theories, research questions and ways of thinking about leadership.
Article
This article has no abstract
Article
The rapid growth of spirituality in the workplace and organization generally, topically and applications, is of major importance for enterprise leaders, HR officials, organizational members and change agents. After providing a working definition of “workplace spirituality” some of the dynamic factors are identified which are contributing to its fast growth. This discussion includes some of the key behavioral ideas and models providing a foundation for these developments. Several case type summaries illustrate the richness and potency of spirituality applications in organizations. The concluding section provides a brief speculative discussion of future developments.
Article
The prospect of the comprehensive transformation of higher education provides the special opportunity to consider a new model for future faculty and future institutions. The model proposed and explored in detail is servant leadership as espoused and advocated by Robert Greenleaf. That model offers at least five dimensions for the consideration of both faculty and their institutions: 1. Identity: the curtailment and redirection of ego and image; 2. Leadership: the employment of the old Roman standard of primus inter pares; 3. Reciprocity: the circular relationship between leaders and followers, teachers and students; 4. Commitment: the absolute devotion to the academic discipline; and 5. The Future: the alignment of faculty and institution.