Practicing servant‐leadership

Spears, Larry C.

doi:10.1002/ltl.94

Cited by 175 publications

(103 citation statements)

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“…9, No. 1;2014 of their work, and their commitment to the organization. Furthermore, studies also show that when there is a higher level of employees trust in leader, employees are more satisfied with their jobs and have a stronger sense of belongingness in their organization (Aryee et al, 2002).…”

Section: Trust As a Mediatormentioning

confidence: 99%

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The Influence of Servant Leadership towards and Organizational Commitment: The Mediating Role of Trust in Leaders

Goh¹,

Low²

2013

IJBM

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The aim of this paper is to investigate the role of trust in leaders as a mediator between servant leadership style and organizational commitment in the context of market research firms in Malaysia. A total of 177 respondents participated in this survey. A correlation analysis was conducted and the result shows that all variables are significantly correlated at p < 0.01. In addition, results from the regression analyses indicate that trust in leaders serves as a partial mediator between servant leadership and organizational commitment. Servant leadership and trust in leaders are crucial to maintain higher organizational commitment among employees. Thus, leaders in organization should adopt servant leadership style to gain employees' trust and subsequently employees are more willing to participate and support in organizational activities.

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Section: Trust As a Mediatormentioning

confidence: 99%

“…Servant leadership is a model which seeks to involve others in decision-making, is strongly based in ethical and caring behavior and enhances the personal growth of workers while at the same time improving the caring and quality of organizational life (Spears, 2004).…”

Section: Introduce the Problemmentioning

confidence: 99%

The Influence of Servant Leadership towards and Organizational Commitment: The Mediating Role of Trust in Leaders

Goh¹,

Low²

2013

IJBM

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“…Leadership roles emphasize tasks to be carried out, while leadership styles emphasize behavioral modes and approaches in carrying out those tasks. In leadership style research, distinctions can be made between three different kinds of leadership styles (Joseph & Winston, 2005;Reinke, 2004;Russel & Stone, 2002;Sendjaya & Sarros, 2003;Smith et al, 2004;Spears, 2004Spears, , 2010Washington et al, 2006): servant leadership, autocratic leadership, and laissez-faire leadership.…”

Section: Police Leadershipmentioning

confidence: 99%

Attitudes of police managers to different leadership roles in their jobs: An empirical study in Norway

Gottschalk

Glomseth

2012

J of Leadership Studies

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Background for this study is the increased complexity in policing that has become more knowledge-based and more professional in the last decade. Aim of this paper is to present empirical results from a study of attitudes of police managers to different leadership roles in their jobs in two police districts in Norway. A questionnaire was developed and administered among police managers in two police districts in Norway. Participants in leadership programs were selected for this survey research. Follo police district and Hedmark police district had a total of 130 participants in these programs with 60 managers from Follo and 70 managers from Hedmark. The survey research was carried out in March and April 2010. The personnel leader role was found to be most important, followed by the resource allocator role. Responding police managers reported that the felt least competent in the liaison role.

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“…Every health worker, irrespective of his or her specialty or position in hierarchy, is a potential leader, and must attempt to become one in his or her working milieu. For that, the leader must have some fundamental qualities such as the capacity to listen and empathize, to heal; have virtues such as awareness, persuasion, conceptualization, foresight, stewardship, and commitment 9 .…”

mentioning

confidence: 99%