Servant-Leadership and Community: Humanistic Perspectives from Pope John XXIII and Robert K. Greenleaf

Tran, Dung Q.; Spears, Larry C.

doi:10.1007/s41463-020-00089-4

Cited by 7 publications

(5 citation statements)

References 21 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Robert K. Greenleaf, an American business management scholar, first proposed the concept of servant leadership in 1977 [110]. However, it started to attract attention as a new leadership model in business administration 20 years later when Jossey-Bass, a business administration-related publisher in the US, published a book titled "On Becoming a Servant Leader" in 1996 [111].…”

Section: Servant Leadershipmentioning

confidence: 99%

“…According to Greenleaf, servant leadership is "a leadership in which the leader focuses on serving others, puts the employees, customers, and communities first, and is committed to meeting their needs." Therefore, to practice proper servant leadership, one must become a servant before a leader and create an environment wherein the organization members can develop capabilities on their own [110,112].…”

Section: Servant Leadershipmentioning

confidence: 99%

“…According to Spears, the former president of the Robert K. Greenleaf Center for Servant Leadership, which specializes in servant leadership education, there are 10 characteristic elements of servant leaders: (1) listening attitude, (2) making efforts to become more empathetic, (3) showing interest in healing the pains of organization members, (4) providing alternative solutions through clear awareness, ( 5) working together through persuasion rather than relying on blind obedience, (6) presenting vision through broad thinking, (7) making future predictions with keen insights, (8) serving based on stewardship or lowering oneself, (9) commitment to the capability development of organization members, and (10) helping to build a community of organization members [110,113]. In sum, the qualifications or attitudes that servant leaders should possess include: (1) committed service, (2) coordination of opinions between organization members, (3) provision of direction or vision, and (4) assistance in support of work and life.…”

Section: Servant Leadershipmentioning

confidence: 99%

See 2 more Smart Citations

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Choi

2021

Sustainability

View full text Add to dashboard Cite

Situational leadership theory and the contingency approach of leadership were utilized and applied based on situational theory. Based on a total of four foundational theories, that is, bottom-up spillover theory, theories of prosocial behavior, and so on, this study empirically analyzed what influence a chief executive officer’s (CEO’s) sustainable leadership styles (servant, ethical, and authentic leadership) have on the psychological well-being and organizational citizenship behaviors of organization members. The study was conducted on adult employees of midsized or larger companies (including subsidiaries) across four countries: South Korea, the United Kingdom, the United States, and South Africa. Data were obtained from 649 adult employees. SmartPLS was used to conduct structural equation modeling analysis of the data. The results were as follows: (1) CEOs’ servant and authentic leadership styles had statistically significant positive (+) effects on employees’ psychological well-being; however, ethical leadership did not. (2) CEOs’ ethical leadership had a statistically significant (+) effect on employees’ organizational citizenship behavior; however, servant and authentic leadership did not. (3) Employees’ psychological well-being had a statistically significant (+) effect on organizational citizenship behavior. CEOs are attracting more attention than ever, leading companies in today’s rapidly changing times. This suggests that it is necessary to comprehend principles that show when, where, and how important leaders are and sustainable leadership styles that can increase their chances of success. Moreover, this study derived constructive implications that a leader can overcome today’s challenges through sustainable leadership styles.

show abstract

Section: Servant Leadershipmentioning

confidence: 99%

Section: Servant Leadershipmentioning

confidence: 99%

Section: Servant Leadershipmentioning

confidence: 99%

See 1 more Smart Citation

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Choi

2021

Sustainability

View full text Add to dashboard Cite

show abstract

“…When people observe exemplary behavior, a typical inclination is to follow suit (Cameron, 2003). As noted earlier, servant leadership, including its ties to virtuous leadership (Wang & Hackett, 2016), has the potential to contribute to the common good (Tran & Spears, 2020). Thus, future research could examine the degree to which the changes that servant leadership produces at individual (OCB) and team levels (TISC, team performance) broadens out to other teams within the firm (e.g., knowledge sharing), suppliers (e.g., knowledge transfer), customers (e.g., customer service quality), the firm (e.g., firm and/or service performance, organizational virtuousness) and to society at large (e.g., welfare, wellbeing), so that the good life can be broadly shared (Aristotle, 2004).…”

Section: Future Researchmentioning

confidence: 99%

Team‐level servant leadership and team performance: The mediating roles of organizational citizenship behavior and internal social capital

Ruíz-Palomino

Linuesa-Langreo

Elche

2021

Business Ethics Env & Resp

View full text Add to dashboard Cite

Among the many approaches to leadership, servant leaders stand out for the emphasis they place on the importance of service to their followers, the organization, and the broader community. We develop and test a multilevel mediation model, in which the relationship between servant leadership and team performance is sequentially transmitted through individual‐level organizational citizenship behavior (OCB) and team‐based internal social capital. Multilevel structural equation modeling was applied to a sample of 343 teams, reflecting 835 respondents from various departments at 171 hotels in Spain; both top‐down (between team leaders and individual employees) and bottom‐up relationships (individual employee behavior and team outcomes) were assessed. As anticipated, individual‐level OCB and group‐level internal social capital fully mediated the positive effect of servant leadership on team performance. Our findings illustrate that servant leadership in the team‐based business enterprise context can foster virtuous individual‐level OCB to help build task‐focused community, in which leaders, followers, and teams can flourish for the common good. Thus, managers should know that serving their team members first and foremost is a positive for the flourishing of all involved. As such, policymakers should pursue communication and training initiatives to encourage the practice of servant leadership.

show abstract

“…Tujuan penerapan servant leadership yaitu tidak hanyak untuk mencapai tujuan suatu organisasi, namun juga mempunyai fokus utama tentang tanggung jawab moral dalam melayani kepada para bawahan pada saat memimpin suatu organisasi. Gaya kepemimpinan servant leadership bertujuan untuk menekankan adanya peningkatan terhadap pelayanan kepada orang lain ,menciptakan rasa kekeluargaan serta peningkatan rasa berbagi yang tinggi dalam suatu organisasi (Tran & Spears, 2020).…”

Section: Landasan Teori 21 Teori Servant Leadershipunclassified

Peran Kepemimpinan Melayani dalam Proses Perolehan Predikat Wilayah Birokrasi Bersih dan Melayani (WBBM) Rutan Klas IIB Purworejo – Jawa Tengah

Krisna

2022

j. manaj. STIE. Muhammadiyah. Palopo

View full text Add to dashboard Cite

This research aims to examine the role of the servant leadership style and also the obstacles that may exist in the process of getting the WBBM predicate at Rutan Klas IIB Purworejo. The data were collected through the interview and observation. The interview subjects were Head of the prison and three employees. The data were analyzed using inductive analysis method, a method to make a general conclusion based on existing data. The results of the study indicate that the servant leadership style has a big role for the development of the integrity zone and can make Rutan Purworejo easier to get WBBM predicate after successfully gaining WBK predicate. The servant leadership style has a role through role optimization of the Prison leader as a leader, motivator and role model for the employees to develop a professional, integrity, and accountable culture. In addition, there are obstacles such as awkward communication between superiors and subordinates, there are employees who need special support to increase their motivation and work commitment, optimizing the use of equipment to support digitalization, and a relaxed working culture that should be changed.

show abstract

Servant-Leadership and Community: Humanistic Perspectives from Pope John XXIII and Robert K. Greenleaf

Cited by 7 publications

References 21 publications

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

Team‐level servant leadership and team performance: The mediating roles of organizational citizenship behavior and internal social capital

Peran Kepemimpinan Melayani dalam Proses Perolehan Predikat Wilayah Birokrasi Bersih dan Melayani (WBBM) Rutan Klas IIB Purworejo – Jawa Tengah

Contact Info

Product

Resources

About