Greenleaf on Servant-Leadership: An Inward Journey

Greenleaf, Robert K.

doi:10.33972/ijsl.286

Cited by 310 publications

(801 citation statements)

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“…As facilitators, we had to take leadership in the implementation of the workshops. The framework of servant leadership (Greenleaf, 1998) guided us, so that our engagement in, and the design of the Futures workshop was based on our belief that the future is a public good (Bourgeois et al, 2022). As such, it is a resource that everyone has the right to use in their own ways, provided that they are aware of the different ways of using it.…”

Section: Discussionmentioning

confidence: 99%

Using anticipation to unveil drivers of local livelihoods in Transfrontier Conservation Areas: A call for more environmental justice

et al. 2023

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1. Calling on the concept of environmental justice in its distributive, procedural and recognition dimensions, we implemented a coelaborative scenario building approach to explore sustainable livelihoods pathways in four sites belonging to two Transfrontier Conservation Areas (TFCAs) in southern Africa.2. Grounded on participation and transdisciplinarity, as a foundation for decolonised anticipatory action research, we aimed at stimulating knowledge exchange and providing insights on the future of local livelihoods engaging experts living within these TFCAs.3. Our results show that wildlife and wildlife-related activities are not seen as the primary drivers of local livelihoods, despite the focus and investments of dominant stakeholders in these sectors. Instead, local governance and land use regulations emerged as key drivers in the four study sites. The state of natural resources, including water, and appropriate farming systems also appeared critical to sustain future livelihoods in TFCAs, together with the recognition of indigenous culture, knowledge and value systems.

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Section: Discussionmentioning

confidence: 99%

Using anticipation to unveil drivers of local livelihoods in Transfrontier Conservation Areas: A call for more environmental justice

et al. 2023

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“…Tym samym postuluje się odejście od przywództwa transakcyjnego oraz transformacyjnego i zastąpienie ich podejściem adaptacyjnym, które łączy wyzwania społeczne, gospodarcze i środowiskowe z wiodącą rolą liderów samorządu lokalnego 54 . Dorobek konceptualny, który sprzyjał dojrzewaniu teorii przywództwa systemowego rozpościera się od przywództwa zdominowanego przez niepewność 55 , przez przywództwo służebne 56 , przywództwo rozproszone współdziałających jednostek 57 , przywództwo społeczności odpowiedzialne za rozwój miast 58 , przywództwo zorientowane na wysoką jakość usług publicznych 59 , przywództwo związane z budową kapitału społecznego 60 , po przywództwo integracyjne łączące przywództwo i współdziałanie w celu rozwiązania złożonych problemów i osiągania wspólnego dobra 61 .…”

Section: Przywództwo Systemoweunclassified

Przywództwo w wielkich miastach – próba konceptualizacji

Baran¹,

Mazur²

2023

Studia Politologiczne

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The aim of this article is to examine the multidimensional issue of urban leadership and to identify the key theoretical approaches in the study of this fascinating phenomenon. The importance of big cities in both the socioeconomic and political spheres is growing rapidly. The article discusses four leadership trends (political, systemic, community, and global), highlighting their key assumptions and characteristics. The author’s original way of organising deliberations on urban leadership constitutes an attempt to give structure to multithreaded theoretical research in this field

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“…Consequently, employees, especially those with a high empowerment role identity, perform even more efficiently because of greater work autonomy (Zhang & Bartol, 2010). For instance, researchers have long recognized that the core of humility is to be able to distinguish the "self/insiders" from the "other/outsiders' orientation (Greenleaf & Spears, 2002;Morris et al, 2005;Nielsen et al, 2010). Specifically, employees whose supervisors show humility tend to believe that they are part of the organization and thus become more willing to participate.…”

Section: The Moderating Role Of Humble Leadershipmentioning

confidence: 99%

“…According to our unique finding, when supervisors are considered arrogant and hypocritical, employees' empowering role identity may be reduced to a mixed blessing. Thus, leaders must adopt more participatory approaches in their daily management (Collins, 2001;Greenleaf & Spears, 2002;Nielsen et al, 2010) and demonstrate humility, which will help employees develop self-reflection, empathy toward their teammates, and independent learning.…”

Section: Practical Implicationsmentioning

confidence: 99%

Ruling with a velvet glove: The catalyzing role of humble leadership in transforming employees’ empowerment role identity into proactivity

Wen

Guo

et al. 2022

Chinese Public Administration Review

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Employees have always striven for a sense of empowerment while employers endeavor to forge a more proactive workforce that will strengthen organizations. However, the possible link between empowerment and proactivity, as well as the influence of other factors, has seldom been explored. This study fills this gap by examining how humble leadership can help employees with empowerment role identity to further strengthen their vitality and ultimately elicit proactive behavior. Using data collected from a sample of 326 employee-supervisor dyads in the information and communications technology (ICT) industry in China, we argue that employees’ vitality mediates the positive correlation between their empowerment role identity and proactive behavior. In light of the Johnson-Neyman technique, this study further indicates that the relationship between empowerment role identity and employee vitality is significantly positive when humble leadership is rated above 5.195 on a 7-point Likert scale; however, this relationship turns negative when humble leadership drops below 1.429. Thus, humble leadership moderates the mediating role that vitality plays in helping employees with empowerment needs to achieve greater proactivity. These findings deepen our understanding of how subordinates with relatively high power demands and enthusiasm can be effectively motivated in the workplace.

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Greenleaf on Servant-Leadership: An Inward Journey

Cited by 310 publications

References 0 publications

Using anticipation to unveil drivers of local livelihoods in Transfrontier Conservation Areas: A call for more environmental justice

Using anticipation to unveil drivers of local livelihoods in Transfrontier Conservation Areas: A call for more environmental justice

Przywództwo w wielkich miastach – próba konceptualizacji

Ruling with a velvet glove: The catalyzing role of humble leadership in transforming employees’ empowerment role identity into proactivity

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