Servant Leadership: An Effective Leadership Style for the Twenty-First Century

Peiris, I.; Ulluwishewa, Rohana

doi:10.1007/978-3-031-01323-2_83

Cited by 3 publications

(3 citation statements)

References 59 publications

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“…Second, we theorized cultural‐free relationships among transformational and servant leadership, leader stereotypicality, and customer satisfaction. We did so because theories of transformational and servant leadership have been presented as universal theories (Antonakis & House, 2002; Spears & Lawrence, 2002). Nonetheless, we tested our hypotheses in only one culture.…”

Section: Discussionmentioning

confidence: 99%

Servant leadership, transformational leadership, and customer satisfaction: An implicit leadership theories perspective

Shi

Zhou

2022

Business Ethics Env & Resp

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Drawing on implicit leadership theory (ILT) research, we develop and test a model that explains why integrating transformational leadership and servant leadership may achieve enhanced leader effectiveness. Using a sample of 237 hairstylists and 474 of their customers representing 31 salons, we confirm the augmentation effects of transformational leadership and servant leadership on followers' perceptions of leader stereotypicality (i.e., the extent to which a leader matches followers' implicit theories of leaders) and on customer satisfaction. However, we do not find the hypothesized interaction effect of transformational and servant leadership. Implications are discussed and directions for future research are suggested.

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Section: Discussionmentioning

confidence: 99%

Servant leadership, transformational leadership, and customer satisfaction: An implicit leadership theories perspective

Shi

Zhou

2022

Business Ethics Env & Resp

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“…Leaders who adopt a servant leadership style can positively influence the mindset and actions of their employees, encouraging them to question established norms for both individual development and organizational advancement (Wu et al, 2021). Servant leaders are likely to be intrinsically interested in and supportive of creativity because by pushing the boundaries of shared understanding, growth of the kind they aim to promote can be realized (Langhof and G€ uldenberg, 2020;Spears and Lawrence, 2002). Since the creativity literature argues that intrinsic motivation is positively related to creativity (Amabile, 1983;Amabile and Kramer, 2015;Tierney et al, 1999), servant leadership, with its focus on purpose and the individual employee, is likely to be particularly well suited for enhancing creativity and creative self-efficacy (Zhang et al, 2021a, b;de Sousa and van Dierendonck, 2010;van Dierendonck and Rock, 2010).…”

Section: Lodj 453mentioning

confidence: 99%

Exploring relationships among servant leadership, role clarity and creative self-efficacy

Birgisdóttir,

Gunnarsdóttir,

Candi

2024

LODJ

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PurposeLeadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.Design/methodology/approachData collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.FindingsThe results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.Research limitations/implicationsThe sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.Practical implicationsThis research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.Originality/valueRapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.

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“…Lrving (2005) revealed that servant leadership enhanced the team's efficiency in the United States. A positive workplace environment is ensured through the people-oriented approach of a servant leadership style (Spears & Lawrence, 2002) that facilitates employee career growth (Liden et al, 2008) by polishing their skills (Stone, Russell & Patterson, 2004). Developing good interpersonal relationships and inducing a pleasant workplace environment are the main features of the servant leadership style (Herbert, 2004).…”

Section: Review Of Literature and Hypothesismentioning

confidence: 99%

Quantifying the Moderating Effect of Servant Leadership between Occupational Stress and Employee In-Role and Extra-Role Performance

2023

QAS

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The study examined the effects of occupational stress on employees' performance and extra-role performance (OCB), moderated by the servant leadership of the supervisor. Many studies have indicated that servant leadership significantly impacts employee work-related behavior. Therefore, we aimed to examine the role of occupational; stress in the context of Pakistan's public and private sectors. A multi-source cross-sectional field survey was conducted, including a diverse sample (N = 286 paired responses). The study applied SPSS (22.0) to complete the analysis, revealing that stress drastically affects employees' performance and (OCB). Main and moderated regression analysis indicated that the inverse relationship between stress and employee performance could be reduced by inducing the managers' servant leadership behavior. Therefore, the managerial approach should consider factors like organizational/regional culture and individual values.

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Servant Leadership: An Effective Leadership Style for the Twenty-First Century

Cited by 3 publications

References 59 publications

Servant leadership, transformational leadership, and customer satisfaction: An implicit leadership theories perspective

Servant leadership, transformational leadership, and customer satisfaction: An implicit leadership theories perspective

Exploring relationships among servant leadership, role clarity and creative self-efficacy

Quantifying the Moderating Effect of Servant Leadership between Occupational Stress and Employee In-Role and Extra-Role Performance

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