Servant Leadership: a Systematic Literature Review and Network Analysis

Abstract

Servant leadership is a form of moral-based leadership where leaders tend to prioritize the fulfillment of the needs of followers, namely employees, customers and other stakeholders, rather than satisfying their personal needs. Although the concept is not new among both academics and practitioners, it has received growing consideration in the last decade, due to the fact that it can positively affect a series of individual and organizational outcomes, such as job satisfaction and organizational commitment. In particular, the latest trend in literature has focused on the identification of the antecedents, mediating and moderating mechanisms at the basis of this relationship, as well as on the development of a common scale to measure the construct across diverse economic and cultural contexts. The purpose of this paper is to depict the evolution of the scientific literature that has developed on the concept, to identify the main criticalities and provide avenues for future research. A dynamic methodology called “Systematic Literature Network Analysis” has been applied, combining the Systematic Literature Review approach with the analysis of bibliographic networks.

The effect of servant leadership tenets and perceived impact in a community development context

“…There is always need for the servant leaders to create a balance between serving others and self. There is a tendency of servant leaders leaning more on caring for the employees and serving the organization and community at the expense of themselves which affects the outcome of the leadership style (Canavesi & Minelli, 2021). Accordingly, service to others is the core choice of a servant leader, and their principal purpose is to render service to others first, and not leading but transforming their personnel to "grow healthier, wiser, freer, more autonomous, and more likely themselves to become servants" (p. 13-14).…”

“…The summary presents the servant leader as an individual of great personality, one who puts others first, has ideal skills on communication, is kind-hearted, has forethoughts and far-sightedness, serves and leads with ethical power, and serves a higher purpose for which he/she is driven by passion. Parris and Peachey (2013) ;Zhong Wayne and Liden, (2015); Eva et al (2019); Canavesi and Minelli (2021), in an analysis of the extant conceptual, empirical and theoretical literatures on servant leadership, observed that even though a lot of ground has been covered with regard to servant leadership as a distinct area contributing to the success of organizations, there still remains unexplored features of servant leadership which presents a call for extension of scholarship on servant leadership that gives attention to its application in new contexts.…”

Pengaruh Servant Leadership Terhadap Budaya Organisasi, Organizational Citizenship Behavior (Ocb) Dan Kinerja Karyawan (Studi Pada Karyawan Pt. Prima Zirang Utama Semarang)

“…Servant leadership merupakan komponen yang memiliki pengaruh vital dalam kaitannya dengan pengembangan sumber daya manusia. Hal ini dikarenakan servant leadership memiliki pengaruh langsung dan tidak langsung terhadap variabel lain seperti organizational citizenship behaviour (Elche dkk., 2020;McCallaghan dkk., 2020;Pratiwi & Nawangsari, 2021;Qiu & Dooley, 2022), job satisfaction (Canavesi & Minelli, 2022;Zhang dkk., 2021), kinerja karyawan (Canavesi & Minelli, 2022;Zhang dkk., 2021), dan budaya organisasi (Canavesi & Minelli, 2022;Eva dkk., 2019).…”

“…Jahangir et al (2004 juga melakukan studi literatur dengan temuan: bahwa seluruh faktor-faktor yang merupakan dimensi OCB saling berhubungan dan faktor-faktor tersebut merupakan faktor-faktor yang bisa menguatkan atau menghalangi tingkat kinerja karyawan dalam organisasi. Hal ini dikuatkan studi literatur sebelumnya (Canavesi & Minelli, 2022;Cardona dkk., 2004;Eva dkk., 2019;Pratiwi & Nawangsari, 2021;Zhang dkk., 2021) yang menyatakan bahwa terdapat hubungan positif antara OCB dengan kinerja organisasi.…”

“…Pada sisi yang lain, hasil penelitian ini juga mendukung penelitiannya Ebrahimpour et al ( 2011) yang berjudul, di mana hubungan antara Budaya Organisasi dan OCB dapat dijelaskan. Hal ini juga didukung oleh penelitian Canavesi & Minelli (2022) dan Eva et al, (2019) membuktikan bahwa terdapat hubungan yang positif signigfikan antara faktor perilaku dengan OCB (H1), sehubungan dengan hasil tersebut, maka faktor perilaku merupakan variabel bebas yang bisa memengaruhi OCB. Hipotesis 2 juga terbukti karena terdapat hubungan positif signifikan antar faktor struktural dengan OCB, sehubungan hasil tersebut maka faktor struktural adalah variabel bebas yang bisa memengaruhi OCB.…”