Servant Leadership

Day, David V.; Liden, Robert C.; Panaccio, Alexandra; Meuser, Jeremy D.; Hu, Jia; Wayne, Sandy J.

doi:10.1093/oxfordhb/9780199755615.013.018

Cited by 21 publications

(12 citation statements)

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“…These results emphasize servant leadership as a promising research approach. Nevertheless, there is limited evidence that relates the characteristics of the leader to servant leadership behavior, and antecedents require further examination (Parris and Peachey, 2013;Liden et al, 2014;Eva et al, 2019). Hence, in our second study, we consider the dimension of people-oriented leadership and explore the relationship of leaders' perfectionism to their servant leadership behavior.…”

Section: Bridging Leaders' Perfectionism With Their Leadership Behaviormentioning

confidence: 99%

“Perfect Leader, Perfect Leadership?” Linking Leaders’ Perfectionism to Monitoring, Transformational, and Servant Leadership Behavior

2021

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Despite the growing interest in perfectionism and its many facets, there is a lack of research on this phenomenon in the context of leadership. Attending to this deficit, the present study is the first to investigate the relationship between the three facets of perfectionism (self-oriented, socially prescribed, and other-oriented perfectionism) and three types of self-rated leadership behavior. In Study 1 (N = 182), leaders’ perfectionism and its association to their organizational, goal-oriented leadership behavior—self-rated as transactional (management by exception) and transformational leadership—is explored. In Study 2 (N = 185), the relationship of leaders’ perfectionism to their servant leadership as a people-centered leadership behavior is investigated. In line with the perfectionism social disconnection model (PSDM), we assume other-oriented and socially prescribed perfectionism to be positively related to management by exception (i.e., monitoring behavior) and negatively related to transformational and servant leadership, whereas the opposite pattern is primarily predicted for self-oriented perfectionism. Our findings in Study 1 reveal a negative relationship between leaders’ self-oriented perfectionism as well as positive relationships to their other-oriented and socially prescribed perfectionism in management by exception, while no substantial correlations with transformational leadership have emerged. In Study 2, a negative association between other-oriented perfectionism and the forgiveness dimension of servant leadership is revealed, indicating a possible barrier to building interpersonal relationships of acceptance and trust. Additionally, self-oriented perfectionism has been proven to be a rather favorable trait in servant leadership.

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Section: Bridging Leaders' Perfectionism With Their Leadership Behaviormentioning

confidence: 99%

“Perfect Leader, Perfect Leadership?” Linking Leaders’ Perfectionism to Monitoring, Transformational, and Servant Leadership Behavior

2021

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“…Although many scholars focus their research on spiritual or servant leadership, the study of leadership in religious contexts remains scant. Spiritual leadership is defined as a conscious incorporation of work and personal life, as leaders see each employee as a whole person (Fry, 2003), and have contributed to the effectiveness of employees and organizations (Liden et al, 2014). Servant leadership is the natural feeling that a person wants to serve first and ensure that the priority needs of others are met (Greenleaf, 1977).…”

Section: The Roman Catholic Church In the Scholarly Literature On Leamentioning

confidence: 99%

Catholic priests in the Archdiocese of Jakarta: Evidence of entrepreneurial leadership

Wulandari

Zoubir

2021

Glob Bus Org Exc

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The Catholic Archdiocese of Jakarta, Indonesia, has existed for more than 200 years. Throughout its development, it has faced numerous internal and external challenges. To address these challenges, the role of parish priests has changed from being primarily that of a religious leader, to include being a leader and manager of an organization. Using a theoretical framework of entrepreneurial leadership consisting of 14 precursors, and conducting interviews with 19 priests in charge of parishes, this article shows how the parish priests in the Archdiocese of Jakarta behave as entrepreneurs. It illustrates entrepreneurial behavior within the Church, which, unlike for-profit organizations, is not orientated towards financial growth. The study shows that the 14 precursors of entrepreneurial leadership can also be applied to the activities of Roman Catholic priests in Jakarta.It lays the groundwork for further research by grouping the 14 precursors into three new categories. It also demonstrates that entrepreneurial leadership in non-profit activities mirrors entrepreneurial leadership in for-profit organizations, with the main difference being that there is no material (financial) expectation.

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“…Servant leadership, which prioritizes serving all followers and other stakeholders in one’s community (Greenleaf, 1977; Liden et al, 2008), is advocated because it contributes to a wide range of organizational, group, and employee outcomes (e.g., Hoch et al, 2018; Lee et al, 2020). Critiques of the servant leadership model, nevertheless, argue that leaders may lean too far into putting others’ needs first to the detriment of oneself (Eva et al, 2019; Liao et al, 2021; Liden et al, 2014; Panaccio et al, 2015). Leaders may suffer strain and performance problems, making engaging in servant leadership not sustainable (Byrne et al, 2014; Inceoglu et al, 2021).…”

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confidence: 99%

“…Servant leaders’ proclivity for engaging in voluntary prosocial behaviors is aligned with their innate values (Eva et al, 2019), which satisfies leaders’ psychological needs (Hui et al, 2020; Weinstein & Ryan, 2010). However, servant leadership has a broader stakeholder focus (Greenleaf, 1970; Liden et al, 2014). Handling conflicting expectations, interests, and priorities associated with being a servant leader (Panaccio et al, 2015) results in role conflict (Liden et al, 2014).…”

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confidence: 99%

“…However, servant leadership has a broader stakeholder focus (Greenleaf, 1970; Liden et al, 2014). Handling conflicting expectations, interests, and priorities associated with being a servant leader (Panaccio et al, 2015) results in role conflict (Liden et al, 2014). We contend that need satisfaction and role conflict epitomize the benefits and costs of servant leaders, as they are the key energizing and draining pathways through which servant leadership affects leaders’ psychological strain and job performance.…”

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confidence: 99%

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Serving while being energized (strained)? A dual-path model linking servant leadership to leader psychological strain and job performance.

Li¹,

Chen²,

Bai³

et al. 2023

Journal of Applied Psychology

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Drawing on demands-resources theory, we develop and test a dual-path model to unpack the energizing and draining mechanisms, captured by leader need satisfaction and role conflict, through which servant leadership affects leader psychological strain and job performance. We further identify leader-leader exchange (LLX) as a critical resource moderator that can strengthen the energizing benefit and buffer against the draining cost of servant leadership behaviors. Using five-wave, multisource field data from 474 team leaders, 3,712 followers, and 97 superior leaders, we find support for the energizing benefit, in that servant leadership satisfied leader psychological needs, which subsequently reduced leader psychological strain. This energizing benefit was stronger when LLX was higher. In parallel, servant leaders experienced role conflict, which subsequently increased their psychological strain and deteriorated their job performance when LLX was lower. Overall, our research contributes to a fine-grained understanding of the double-edged effects of servant leadership on leaders and sheds light on how and when leaders can benefit from practicing servant leadership.

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Servant Leadership

Cited by 21 publications

References 0 publications

“Perfect Leader, Perfect Leadership?” Linking Leaders’ Perfectionism to Monitoring, Transformational, and Servant Leadership Behavior

“Perfect Leader, Perfect Leadership?” Linking Leaders’ Perfectionism to Monitoring, Transformational, and Servant Leadership Behavior

Catholic priests in the Archdiocese of Jakarta: Evidence of entrepreneurial leadership

Serving while being energized (strained)? A dual-path model linking servant leadership to leader psychological strain and job performance.

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