Servant leadership is an increasingly popular concept in the repertoire of leadership styles. While an intuitively attractive concept, it is systematically undefined and not yet supported by empirical research. Reviews the servant leadership literature with the intent to develop a preliminary theoretical framework. Builds a foundation for categorizing and appraising the functional and accompanying attributes of servant leaders. Once categorized, a formative, rational servant leadership attribute model is constructed. The authors call for further development of the model and empirical research to support it.

The topic of values has become an important item of debate in many arenas, particularly in the field of leadership. Woodward (1994, p. 95) postulated that,``leaders lead from their values and beliefs'', but we are experiencing a leadership crisis because self-interest motivates many leaders. The primary purpose of this article is to examine the existing literature regarding the role of values in leadership. Secondarily, the paper extracts various portions of the values in leadership literature and applies it to servant leadership. The fundamental proposition of the article is that the personal values of servant leaders distinguish them from other leader types. The role of values in leadershipValues are important parts of each individual's psyche. They are core beliefs ± the underlying thoughts that stimulate human behavior. Rokeach (1973) defined values as prescriptive, enduring standards that have cognitive, affective, and behavioral components. Since values are prescriptive, they play an important role in determining the choices we make. Values are enduring standards that collectively form the value systems of our lives. Kouzes and Posner (1993) postulate that the process and practices of leadership are fundamentally amoral, but leaders are themselves moral or immoral. Consequently, the personal values of leaders have very significant effects on leader-follower relationships (Burns, 1978;Deal and Kennedy, 1982;Kouzes and Posner, 1993). In addition, values affect leaders' moral reasoning and personal behavior. Personal values of leaders

This article examines transformational leadership and servant leadership to determine what similarities and differences exist between the two leadership concepts. The authors posit that the primary difference between transformational leadership and servant leadership is the focus of the leader. The transformational leader's focus is directed toward the organization, and his or her behavior builds follower commitment toward organizational objectives, while the servant leader's focus is on the followers, and the achievement of organizational objectives is a subordinate outcome. The extent to which the leader is able to shift the primary focus of leadership from the organization to the follower is the distinguishing factor in classifying leaders as either transformational or servant leaders. This article also looks at the next stage of developmental issues in servant leadership, such as the challenges facing empirical investigation and measurement, and the changes that are occurring in current thinking about the servant leadership approach. Ultimately, the case is made that although different, both transformational leadership and servant leadership offer the conceptual framework for dynamic leadership.

This article focuses on how transformational leaders influence organizations. Transformational leaders provide change and movement in their organizations. Such leaders seek to alter the existing structure and influence people to buy into a new vision and new possibilities. Excellent transformational leaders use authority and power to inspire and motivate people to trust and follow their example. However, there are also potential dangers resulting from the powerful influence of transformational leaders. Leaders and organizations must maintain accountability to insure that leaders stay within certain boundaries. Overall, transformational leaders provide new direction, new inspiration, and new behaviors for their organizations.

We report a novel splicing-based pressure-assisted melt-filling technique for creating metallic nanowires in hollow channels in microstructured silica fibers. Wires with diameters as small as 120 nm (typical aspect ration 50:1) could be realized at a filling pressure of 300 bar. As an example we investigate a conventional single-mode step-index fiber with a parallel gold nanowire (wire diameter 510 nm) running next to the core. Optical transmission spectra show dips at wavelengths where guided surface plasmon modes on the nanowire phase match to the glass core mode. By monitoring the side-scattered light at narrow breaks in the nanowire, the loss could be estimated. Values as low as 0.7 dB/mm were measured at resonance, corresponding to those of an ultra-long-range eigenmode of the glass-core/nanowire system. By thermal treatment the hollow channel could be collapsed controllably, permitting creation of a conical gold nanowire, the optical properties of which could be monitored by side-scattering. The reproducibility of the technique and the high optical quality of the wires suggest applications in fields such as nonlinear plasmonics, near-field scanning optical microscope tips, cylindrical polarizers, optical sensing and telecommunications.

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