Just the Servant: An Intersectional Critique of Servant Leadership

Liu, Helena

doi:10.1007/s10551-017-3633-0

Cited by 63 publications

(55 citation statements)

References 70 publications

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“…For instance, might we consider how the word “servant” lands differently on people based on their social class and/or racial identities? Liu (2017) explored this question, and found servant leadership is “embedded in wider power structures that shape who gets to be a 'servant leader' and who remains merely a 'servant. '” (p. 1099).…”

Section: Evolving From Traditional To Critical Leadership Modelsmentioning

confidence: 99%

Critical social class and leadership practices

Svoboda

Lozano

2021

New Drctns Student Lead

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Section: Evolving From Traditional To Critical Leadership Modelsmentioning

confidence: 99%

Critical social class and leadership practices

Svoboda

Lozano

2021

New Drctns Student Lead

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“…Por ejemplo, un líder servidor escuchará y comprenderá las aspiraciones de sus seguidores y los guiará para lograr estos objetivos. Si bien han comenzado a surgir otros estilos de liderazgo que se centran en los seguidores, el liderazgo servidor sigue siendo único, dado que es fundamental ayudar a los seguidores a alcanzar su máximo potencial y atender las necesidades de los grupos de partes interesadas más amplias (Liu, 2019). Mahatma Gandhi, Madre Teresa de Calcuta y Nelson Mandela son ejemplos destacados de líderes servidores.…”

Section: Otros Antecedentesunclassified

“…En otras palabras, el líder servidor coloca al colaborador en primer lugar y a él en segundo. Como respuesta a las tendencias actuales y expectativas emergentes, los académicos han recurrido al liderazgo servidor como un modelo que se concentra en el desarrollo del potencial total de los subordinados y tiene la capacidad de enfrentar el desafío de gestionar eficientemente los recursos humanos (Liu, 2019). Al hacerlo, los líderes servidores ayudan a mejorar el capital humano talentoso de los trabajadores.…”

Section: Introductionunclassified

El liderazgo servidor y la satisfacción laboral en estudiantes de maestría en administración de empresas

2020

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“…Servant leadership, being based on trusting relationships between individuals and teams, takes time to develop and may not work in groups with a shortterm orientation. Thirdly, the theory tends to ignore the power dynamics that comes with leadership and intersecting power relations between genders, sexuality, age, class, race, and so on (Liu, 2019). Lastly, there are definitional problems in that over 40 different traits have been associated with the concept (Nahavandi, 2014).…”

Section: Servant Leadershipmentioning

confidence: 99%

Leadership Adapted: Towards an Understanding of How Western-Developed Leadership Theories are Translated and Practiced in the Modern Arab Middle East

Olson¹

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The purpose of this study is to understand how western-developed leadership theories are translated and practiced in the Modern Arab Middle East (MAME). Over the past century the notion of leadership has progressed through phases of understanding, definition, and practice. This evolution continues today and is no longer contained to the academic and practice-oriented institutions of North America and Europe. Through western-styled educational institutions and professional industries, western-developed leadership theories have stretched around the globe, including the MAME. While this is known, what is much less understood is how these theories are adopted and adapted. This study's objective is to understand what theories of leadership are taught at Master of Business Administration (MBA) programs in the Modern Arab Middle East and how are they applied in local contexts. The research design was qualitative, interpretivist, and exploratory in nature. Data was collected from the MBA programs, their faculty alumni, and by the observations of the researcher. Publicly available documents were gathered by from online sources and during visits to the programs. Interviewed with respondents were conducted both in-person and through phone and digital conversations. Documents and transcripts were catalogued and thematically analyzed with the resulting themes constituting the findings of the study. The first set of findings centers around the question of how leadership is situated as well as what leadership theories are taught and how. It was found that leadership is professed to be highly valued, is broadly defined, and that is taught through traditional educational methods. The second set of findings pertain to what practitioners do with this education. It was found that leadership was spoken of in nine ways: local, regional, and internationally; a changing environment; entrepreneurship; family business; management preferred over leadership, and professional or personal development. Additionally, respondents reported that they experience the concept of leadership to be enigmatic, for a few, and future oriented. This study is hoped to be one of a series to come that considers how westernleadership theory is used in the MAME with an aim that theory may be useful and congruent within local and regional contexts.

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Just the Servant: An Intersectional Critique of Servant Leadership

Cited by 63 publications

References 70 publications

Critical social class and leadership practices

Critical social class and leadership practices

El liderazgo servidor y la satisfacción laboral en estudiantes de maestría en administración de empresas

Leadership Adapted: Towards an Understanding of How Western-Developed Leadership Theories are Translated and Practiced in the Modern Arab Middle East

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