A new research area linked to ethics, virtues, and morality is servant leadership. Scholars are currently seeking publication outlets as critics debate whether this new leadership theory is significantly distinct, viable, and valuable for organizational success. The aim of this study was to identify empirical studies that explored servant leadership theory by engaging a sample population in order to assess and synthesize the mechanisms, outcomes, and impacts of servant leadership. Thus, we sought to provide an evidence-informed answer to how does servant leadership work, and how can we apply it? We conducted a systematic literature review, a methodology adopted from the medical sciences to synthesize research in a systematic, transparent, and reproducible manner. A disciplined screening process resulted in a final sample population of 39 appropriate studies. The synthesis of these empirical studies revealed: a) there is no consensus on the definition of servant leadership; b) servant leadership theory is being investigated across a variety of contexts, cultures, and themes; c) researchers are using multiple measures to explore servant leadership; and d) servant leadership is a viable leadership theory that helps organizations and improves the well-being of followers. This study contributes to the development of servant leadership theory and practice. In addition, this study contributes to the methodology for conducting systematic literature reviews in the field of management, highlighting an effective method for mapping out thematically, and viewing holistically, new research topics. We conclude by offering suggestions for future research.

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Scholars have recognized the importance of leadership in the sport industry; early sport leadership studies emerged in the 1970s. To date, however, there has been no comprehensive review of the scholarly leadership studies in sport management. Thus, the purpose of this review is to provide a comprehensive synthesis of the sport management leadership literature from the 1970s to the present day, to outline what has been learned, and then, drawing from this synthesis, to articulate a preliminary conceptual model capturing how leadership operates in sport management. A number of clear themes in sport management leadership research and conceptual thinking have emerged, with the proposed conceptual model advancing several leadership antecedents and processes unique to sport. Intriguing directions for sport management leadership scholarship are also illuminated. Although progress has been made, many questions and gaps remain that require focused attention from sport management leadership scholars.

Leadership research within sport management has yielded inconsistent results when examining transactional and transformational leadership. In addition, there has been a paucity of research comparing leadership behaviors between men and women based on leadership style. Therefore, this study examined whether leadership style (transactional, transformational) led to more positive perceptions of organizational outcomes in intercollegiate athletic administration and whether gender of the leader influenced these perceptions of leaders. Ninety-eight Division III athletic directors evaluated either a male or female transactional leader or a male or female transformational leader on extra effort, effectiveness, and satisfaction. Findings indicated transformational leadership was related to more positive organizational outcomes, specifically extra effort and satisfaction. However, gender of the leader did not influence these perceived outcomes.