When a servant‐leader comes knocking …

Andersen, Jon Aarum

doi:10.1108/01437730910927070

Cited by 43 publications

(30 citation statements)

References 32 publications

(66 reference statements)

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“…This facilitation can occur directly through leader mentoring, engaging followers in training, or indirectly by providing support and concern as well as an ethical and transparent working environment (Liden et al, 2008;Patterson, 2003). This person-oriented attitude exhibited creates safe and strong relationships within an organization (Andersen, 2009;Van Dierendonck, 2011). Indeed, organizations from the private, government, and non-profit sectors have taken notice of and expressed interest in developing servant leadership internally (Spears, 2004).…”

Section: Servant Leadershipmentioning

confidence: 99%

“…Servant leadership may present a challenging paradox to organizations (Andersen, 2009;Showkier, 2002). For example, more traditional approaches to organization and management tend to consolidate power in the hands of a few individuals and expect compliance from rank and file employees.…”

Section: Servant Leadershipmentioning

confidence: 99%

“…As noted by Bass and Steidlmeier (1999) transformational leadership may be persuasive, but is not manipulative or unethical in practice or intent. Similarly, leaders exercising servant leadership act in the best interests of followers, and do not engage in manipulative, self-interested actions (Andersen, 2009;Van Dierendonck, 2011), but the contrast, according to Bass (2000) is that while transformational leaders focus on the well-being of the organization, servant leaders focus on the well-being of the employees.…”

Section: Servant Leadershipmentioning

confidence: 99%

“…On the other hand, while servant leadership may be good for and appreciated by subordinates, it may clash with short-run efficiency and profit maximization (Andersen, 2009). Others have suggested that servant-leadership may make a company more successful over the longer term (Andersen, 2009;Giampetro-Meyer et al, 1998;Melrose, 1998). Graham (1991) has suggested that characteristics such as low need for power, genuine humility, and high empathy are likely antecedents of servant-leadership.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Servant leadership theory predicts that organizational leaders who use a particular set of leader behaviors will impact employee perceptions and subsequent actions through the process of social exchange (Andersen, 2009;Liden et al, 2008;Smith et al, 2004;Walumba et al, 2010). Thus servant leadership is initiated by the behaviors of a leader; and is transmitted by followers reciprocating the leader behaviors (Van Dierendonck, 2011;Walumba et al, 2010).…”

mentioning

confidence: 99%

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Seeking and measuring the essential behaviors of servant leadership

Winston

Fields

2015

Leadership &Amp; Organization Development Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to clarify the nature of how servant leadership is established and transmitted among members of an organization. The second goal was to identify and evaluate the unique actions by a leader essential to establishing servant leadership. The authors' efforts resulted in identification and validation of ten leader behaviors that seem to be essential to servant leadership. Design/methodology/approach -The authors' methodology consisted of two stages. In the first stage, The authors developed an item pool of 116 items drawn from previously developed operationalizations of servant leadership. The authors then engaged a panel of 23 researchers attending a conference focused exclusively on the study of servant leadership to evaluate the. Each participant was asked to independently rate each item using a four-point scale where 1 ¼ not useful in describing servant leaders and 4 ¼ contributes greatly to describing servant leaders. The authors retained only the most highly rated items. This resulted in retention of 22 leader behaviors for further analysis. In the second stage, the authors developed a questionnaire including these items as well as items measuring transformational leadership behaviors, transactional leader behaviors, servant leadership as measured by the instrument developed by Liden et al. (2008), and a measure of leadership effectiveness developed and used by Ehrhart and Klein (2001). The questionnaire was placed in internet-based survey software and the link provided to students and faculty at a private mid-Atlantic university and to university alumni and colleagues in a variety of organizations. Each respondent was asked to describe a leader he/she had worked for in the past five years and included specification of the job role for both the respondent and the leader. Findings -The ten-item scale accounts for 75 percent of the variance with a scale reliability α ¼ 0.96. Convergent validity was determined through comparison to Liden et al. (2008) measure of servant leadership. Discriminant validity was established through confirmatory analysis of leader effectiveness, transformational leadership's four dimensions, a measure of transacti...

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Section: Servant Leadershipmentioning

confidence: 99%

Section: Servant Leadershipmentioning

confidence: 99%

Section: Servant Leadershipmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

mentioning

confidence: 99%

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Seeking and measuring the essential behaviors of servant leadership

Winston

Fields

2015

Leadership &Amp; Organization Development Journal

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The relationship between spiritual leadership and human engineering among university employees: The mediating role of mindfulness

Mohammed

El‐Ashram

Abosaif³

2022

Glob Bus Org Exc

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This study explores whether, and how, mindfulness mediates the relationship between spiritual leadership and human engineering. Based on data from a sample of 335 members of faculty and administrative staff from Imam Mohammad Ibn Saud Islamic University in Saudi Arabia, the paper provides insights into how mindfulness affects the relationship between spiritual leadership and human engineering. The authors believe that it is the first time that mindfulness as a mediator in this relationship has been studied. They also believe that it is the first time such a study has been conducted in an Arab environment. By studying the relationship between spiritual leadership and human engineering, and by studying mindfulness as a mediating variable in this relationship in a non-Western environment, the study expands the external validity of the notions of spiritual leadership and human engineering. The results indicate a significant relationship between spiritual leadership and human engineering, and show that mindfulness has an indirect effect on this relationship. The article highlights the implications for dealing with stress in the work environment by using mindfulness as a driver for developing spiritual leadership, as well as understanding and practicing the values of spiritual leadership in promoting spirituality.

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Servant Leadership and Its Vulnerability

McDaniel

2022

The Palgrave Handbook of Servant Leadership

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When a servant‐leader comes knocking …

Cited by 43 publications

References 32 publications

Seeking and measuring the essential behaviors of servant leadership

Seeking and measuring the essential behaviors of servant leadership

The relationship between spiritual leadership and human engineering among university employees: The mediating role of mindfulness

Servant Leadership and Its Vulnerability

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