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Service before self: Towards a theory of servant-leadership
Abstract
This article explores the relationship between perceptions of leadership and the level of trust between employees and supervisors. More specifically, this article seeks to begin a theoretical discussion of a particular leadership approach, servant leadership, introduces an instrument for measuring servant leadership, and presents the result of its initial use in a survey of 651 employees in a suburban Georgia county. While the results are preliminary, they show that one component of servant leadership, stewardship, is a determinant of trust level, indicating that "service before self" is not just a slogan, but a powerful reality that builds trust between employees and supervisors.
... Maka dari itu, organisasi hendaknya melakukan tinjauan kepada para pimpinan mengenai gaya kepemimpinan yang diterapkan mereka pada bawahannya agar persepsi bawahan terhadap kepemimpinan mereka menjadi lebih tinggi dan bawahan dapat bekerja lebih baik lagi karena mendapatkan inspirasi dari pimpinannya (Setyawan & Bagasworo, 2018). Kepemimpinan yang melayani yaitu para pemimpin yang membangun individu dan komunitas untuk memimpikan visi yang hebat dan menanamkannya kepada mereka serta untuk memperbaiki individu dalam organisasi (Reinke, 2004). Hal tersebut dikarenakan kepemimpinan merupakan elemen penting dalam menjalankan fungsi serta peran yang dominan dan krusial sebagai upaya keseluruhan dalam meningkatkan pencapaian kinerja pada tingkat individual, kelompok maupun di tingkat organisasi juga (Hersona & Sidharta, 2017). ...
... Kepercayaan juga sebagai faktor yang kuat dalam membentuk kerangka kerja untuk mendorong produktivitas individu dan kepuasan kerjanya (Reinke, 2004). ...
... Unsur-unsur empati, mendengarkan dan kesadaran tentang orang lain saling terkait dan dianggap mewakili suatu keterbukaan. Komunikasi secara terbuka sangat penting untuk kepercayaan dalam organisasi (Reinke, 2004). ...
Sampai dengan akhir bulan Februari 2021, belum juga ada tren penurunan angka kasus positif Covid-19 di DKI Jakarta saat itu. Begitu pun dengan tingkat kepatuhan oleh masyarakat terhadap protokol kesehatan 3M yaitu menggunakan masker, menjaga jarak dan mencuci tangan, belum ada peningkatan kepatuhan akan protokol kesehatan virus Covid-19 di tengah warga di DKI Jakarta. Hampir keseluruhan dari pelanggaran protokol kesehatan di DKI Jakarta adalah tidak menggunakan masker. Kasus positif virus Covid-19 di DKI Jakarta tersebut dominan dari rentan umur 19-38 tahun, sedangkan pelanggar dominan dilakukan oleh rentan umur yaitu 11-40 tahun. Fenomena tersebut berhubungan mengenai efektivitas kampanye protokol kesehatan virus Covid-19 di DKI Jakarta. Hal tersebut ditandai dengan kurang maksimalnya kepemimpinan, komunikasi dan budaya yang ditengahi oleh motivasi. Melihat fenomena tersebut akan diteliti oleh penulis dengan menggunakan variabel independen yaitu kinerja.
... Servant leadership has been defined variously as. For instance, Reinke (2004) defined a servant leader as"...one who is committed to the growth of both the individual, and the organization, and who works to build community within organizations" (p. 33). ...
... Despite much theoretical and empirical research on servant leadership, there is still no standardized model for universal application, resulting in a lack of clearly defining it (Dierendonck, 2011;Kumar, 2018). That is why many researchers are still consumed by defining servant leadership in their way (Reinke, 2004) and using different frameworks to measure servant leadership (Kumar, 2018;Reinke, 2004;Waal & Sivro, 2012). With this, studies have found servant leadership is a multidimensional construct, with the type and number of dimensions varying among researchers. ...
... Despite much theoretical and empirical research on servant leadership, there is still no standardized model for universal application, resulting in a lack of clearly defining it (Dierendonck, 2011;Kumar, 2018). That is why many researchers are still consumed by defining servant leadership in their way (Reinke, 2004) and using different frameworks to measure servant leadership (Kumar, 2018;Reinke, 2004;Waal & Sivro, 2012). With this, studies have found servant leadership is a multidimensional construct, with the type and number of dimensions varying among researchers. ...
... ~ 29 ~ Servant leadership has received an increasing amount of interest and recognition in recent years. Researchers have indicated employee's perceptions of their supervisor's servant leadership behaviours improve organisational performance by building organisational trust and teamwork Reinke (2004) [62] , and has a positive relationship with the leader's values (Washington, Sutton and Field, 2006) [86] . The most effective leaders have responded to the dynamism of the healthcare field by altering their leading skill set. ...
... ~ 29 ~ Servant leadership has received an increasing amount of interest and recognition in recent years. Researchers have indicated employee's perceptions of their supervisor's servant leadership behaviours improve organisational performance by building organisational trust and teamwork Reinke (2004) [62] , and has a positive relationship with the leader's values (Washington, Sutton and Field, 2006) [86] . The most effective leaders have responded to the dynamism of the healthcare field by altering their leading skill set. ...
... He envisioned a model of leadership that is rooted in the fundamentals of the human drive to care for others and to contribute to the betterment of society Though there has been an improvement in service delivery by the organisations in the recent many years, there is still a lot that needs to be done or implemented to enhance efficiency and effectiveness. The challenges facing the health sector in Saudi Arabia suggest a need to transcend traditional rationality and move towards recognising the pivotal role leadership plays, particularly leadership based on moral values in fostering team work (Reinke, 2004) [62] . There is however little research conducted to document the use of this leadership style in healthcare within Saudi Arabia In a climate that features health care demands, service excellence, best and safe practices, job satisfaction and human resources shortage of skills and global challenges, the presence of effective leaders and effective teams represent organisational efficiencies, especially within this sector of health care. ...
... There are 20 servant leader outcomes that directly assess the influence of servant leadership on various well-being variables (see Table 10 for a complete list). Servant leadership is positively associated with higher levels of work and family life enrichment (5 studies) (Zhang et al. 2012;Yang et al. 2018), employee well-being (4 studies) (Reinke 2004;Jaramillo et al. 2009b;Maula-Bakhsh, and Raziq 2018), and ethical and socio-moral work climate (3 studies) Pircher Verdorfer et al. 2015;, positive work climate (3 studies) (Neubert et al. 2008;Jaramillo et al. 2009a;Black 2010), lower levels of burnout (2 studies) (Babakus et al. 2011;Bande et al. 2015), lower levels of stress (2 studies) : Rivikin et al. 2014, reduced work and family conflict (2 studies) Tang et al. 2016), and employee thriving (1 study) (Walumbwa et al. 2018). Servant leaders understand the foundational importance of work/life balance. ...
... ),(Reinke 2004; Jones 2012a, b) employee engagement (10 studies)), leader trust (4 studies) (Reinke 2004; Joseph and Winston 2005; Burton et al. 2017), affective and cognitive trust (3 studies) (Sendjaya and Pekerti 2010; Schaubroeck et al. 2011; Miao et al. 2014), empowerment (3 studies) (Taylor et al. 2007; de Waal and Sivro 2012; Begzadeh and Nedaei 2017), life satisfaction (3 studies) (Prottas 2013; Ilkhanizadeh and Karatepe 2018; Li et al. 2018), procedural justice (3 studies) (Ehrhart 2004; Chung et al. 2010; Walumbwa et al. 2010), interpersonal group trust (2 studies)(Chatbury et al. 2011;, loyalty (2 studies)(Ding et al. 2012;, career satisfaction (1 study), disengagement(1 study) ...
... Page and Wong (2002) explained that servant leadership refers to leaders whose main aim is to serve others by investing in improving and creating well-being for those employees to be able to accomplish tasks and achieve goals. Reinke (2004) further suggested that it refers to individuals who are dedicated to growing both employees and organizations. It is also a personal address that works to build a good community within the organization. ...
... The results revealed that servant leadership has a positive influence on trust in supervisors. This is consistent with some previous studies (Gimbel, 2001;2004;Dannhauser & Boshoff, 2006;Chatbury, Beaty, & Kriek, 2011;Chinomona, Mashiloane, & Pooe, 2013;Abid, Gulzar, & Hussain, 2015;Jaiswal & Dhar, 2017). This type of leader is a person who is dedicated and invests his time to help others to perform work well, progress in the desired position or encourage them to do their best work (Hall, 1991). ...
... There are 20 servant leader outcomes that directly assess the influence of servant leadership on various well-being variables (see Table 10 for a complete list). Servant leadership is positively associated with higher levels of work and family life enrichment (5 studies) (Zhang et al. 2012;Yang et al. 2018), employee well-being (4 studies) (Reinke 2004;Jaramillo et al. 2009b;Maula-Bakhsh, and Raziq 2018), and ethical and socio-moral work climate (3 studies) Pircher Verdorfer et al. 2015;, positive work climate (3 studies) (Neubert et al. 2008;Jaramillo et al. 2009a;Black 2010), lower levels of burnout (2 studies) (Babakus et al. 2011;Bande et al. 2015), lower levels of stress (2 studies) : Rivikin et al. 2014, reduced work and family conflict (2 studies) Tang et al. 2016), and employee thriving (1 study) (Walumbwa et al. 2018). Servant leaders understand the foundational importance of work/life balance. ...
... ),(Reinke 2004; Jones 2012a, b) employee engagement (10 studies)), leader trust (4 studies) (Reinke 2004; Joseph and Winston 2005; Burton et al. 2017), affective and cognitive trust (3 studies) (Sendjaya and Pekerti 2010; Schaubroeck et al. 2011; Miao et al. 2014), empowerment (3 studies) (Taylor et al. 2007; de Waal and Sivro 2012; Begzadeh and Nedaei 2017), life satisfaction (3 studies) (Prottas 2013; Ilkhanizadeh and Karatepe 2018; Li et al. 2018), procedural justice (3 studies) (Ehrhart 2004; Chung et al. 2010; Walumbwa et al. 2010), interpersonal group trust (2 studies)(Chatbury et al. 2011;, loyalty (2 studies)(Ding et al. 2012;, career satisfaction (1 study), disengagement(1 study) ...
... Enterprise managers' acknowledgment of servant leadership has led researchers to further their research on this specific leadership approach. According to Reinke (2004) leadership style transitions from leading to serving employees which is beneficial for both the employees' professional growth and the organization's continued existence. ...
The purpose of this study is to investigate the effect of various leadership styles on employee performance in the Fast-Moving Consumer Goods (FMCG) industry in China. The unexpected global spread of the coronavirus pandemic and its complicated issues have created a substantial amount of uncertainty in consumer demand worldwide which has motivated this research and highlighted the crucial role that the FMCG industry's marketing relationship plays in determining enterprise profit. There is a growing concern among enterprise managers, academics and policymakers about employee performance and its overarching impact on the organization. The study is underpinned by social exchange theory and employs a cross-sectional design. An online survey was conducted with 384 employees from the FMCG industry to measure the impact of three independent variables: authentic leadership style, servant leadership style and ethical leadership style. The findings reveal that authentic, servant and ethical leadership all significantly affect employee performance in the Chinese FMCG industry. Among these, ethical leadership is found to have the extreme effect. The implications of this study are of practical relevance to FMCG companies. FMCG companies can potentially navigate through the uncertainty in global consumer demand more effectively by reconfiguring their leadership styles to enhance employee performance. The study provides insights that can be used by FMCG companies to increase employee performance which is directly linked to enterprise profit.
... Transitioning to collaborative communication, which involves open information exchange and interactive discussions (O'hara et al., 2011), this study finds that such communication, promoting openness, inclusivity, and joint effort, mirrors inclusive leadership (Aksu & Aktas, 2020) and transformational leadership (Reinke, 2004;Bass & Riggio, 2006). Essential for leveraging diversity, collaborative communication fosters inclusivity and a shared understanding of organizational objectives (Booysen, 2013;Randel et al., 2018). ...
... However, the bottom-up leadership approach may cause a loss of strategic focus, leaders capable of evading responsibility, and inconsistent policy application (Shek et al., 2015). Reinke (2004) discussed the need for supervisors to place the needs of the employee before their own personal needs. Each person is motivated differently and if the leader cannot figure out how to motivate and gain the commitment of junior members, productivity and retention of personnel could suffer. ...
Servant-Leadership, developed by Greenleaf (1970), is a leadership theory which prioritizes the follower. Greenleaf contended that putting others first as leaders could lead to a change in society. Patterson (2003) developed a model from Greenleaf’s theory which identified several attributes of the Servant-Leadership model including agapao love, humility, altruism, vision, trust, empowerment, and service. In the military, researchers have used Patterson’s construct to conclude that Servant-Leadership does exist in the military. Though some research involving Servant-Leadership and the military has been conducted, there is a dearth in the literature. In the United States Air Force, leadership development for Non-Commissioned Officers specifically focuses on teaching leadership theories aligning with the Air Force Core Values. Servant-Leadership theory is not currently taught in Air Force Core Values or connected to leadership training. Therefore, the current study links Servant-Leadership and Air Force Core Values and advocates for inclusion of Servant-Leadership in military training.
... In addition. Reinke (2004) gives the meaning of servant leadership as referring to individuals who are dedicated to creating growth for both employees and the organization. Moreover, it is also a person who works to build a good community within the organization. ...
... The servant leadership literature demonstrates that ethical and moral behavior is a key element of many conceptual and operational definitions of servant leadership (Roberts & Hess-Hernandez, 2018), including behaving ethically (Liden et al., 2008(Liden et al., , 2014(Liden et al., , 2015van Dierendonck, 2011), responsible morality (Sendjaya et al., 2008;Pekerti & Sendjaya, 2010;Sendjaya, & Pekerti, 2010), and moral integrity (Graham, 1991;Ehrhart, 2004;Wong & Davey 2007;Walumbwa et al., 2010;Reed et al., 2011;Mittal & Dorfman, 2012;Focht & Ponton, 2015). In terms of the empirical literature, servant leadership enhances the ethical climate of the organization (Jaramillo et al., 2015;Burton et al., 2017;Sendjaya et al., 2020), elevates the sociomoral climate (Verdorfer et al., 2015), favorably influences moral behavior and integrity (Washington et al., 2006;Stollberger et al., 2020), promotes ethical change management (Stauffer & Maxwell, 2020), increases trust in leadership (Reinke, 2004;Shim et al., 2016, Burton et al., 2017Christensen-Salem et al., 2021) and general trust (Miao et al., 2014), raises organizational citizenship behav-iors (Ehrhart, 2004;Chiniara & Bentein, 2018;Luu, 2019;Elche et al., 2020), Sendjaya et al., 2020), reduces employee cynicism (Verdorfer et al., 2015;Chi et al., 2020), decreases employee deviancy (Verdorfer et al., 2015;Peng et al., 2016;Paesen et al., 2019), attenuates bullying (Ahmad et al., 2021), and cultivates perceptions of procedural, distributive, interactional, and distributive justice (Ehrhart;Chung et al., 2010;Kool & van Dierendonck, 2012;Walumbwa et al., 2010;Schwepker;Khattak et al., 2019;Farid, et al., 2021). ...
... Servant leaders prioritize the organization's and their team members' growth, development, and wellbeing, enabling them to reach their full potential (Reinke, 2004). By fostering a culture of trust, collaboration, and empowerment, servant leaders create an environment that encourages creativity, innovation, and high team identification (Yoshida et al., 2014). ...
This manuscript examined the literature and posited recommendations for restaurant professionals to develop successful and sustainable training programs to improve service delivery in the post-COVID-19 era. This research adds to the literature on service quality, behavioral intentions, and servant leadership in the restaurant industry. The literature indicated that the constructs continue to play an integral role in attracting and retaining restaurant customers. The findings led to practical applications for restaurateurs with strategies to improve service delivery practices, generate more repeat customers and attract quality employees in the post-COVID-19 environment.
... valor innato y deseo de servir, la voluntad de actuar, conseguir la confianza de los seguidores. Además, el liderazgo servidor se identifica con aquél que crea dentro de la organización oportunidades para ayudar a crecer a los seguidores (Luthans y Avolio, 2003); que se orienta hacia la apertura de relaciones sólidas y seguras dentro de la organización (Stone, Russell y Patterson, 2004); que hace al líder ir más allá del interés propio y generar una organización basada en la confianza (Reinke, 2004); y que trabaja para construir una organización inteligente, donde cada individuo tiene un valor único, haciendo énfasis en la autonomía, crecimiento personal y el bienestar del seguidor (Van Dierendonck, 2011). ...
El estudio del liderazgo es uno de los temas clásicos dentro de las ciencias de la organización, siendo uno de los procesos de influencia social más estudiados en el campo de las ciencias sociales. El éxito económico y social de las organizaciones actuales depende de la eficacia y eficiencia del liderazgo que se ejerza en dichos ámbitos. Actualmente existe un gran consenso sobre la conexión existente entre ética y liderazgo, dentro de la cual se está desarrollado un campo de investigación centrado en los nuevos enfoques de liderazgo relacional, donde el análisis se focaliza en la relación líderseguidor. En este trabajo se analizan de manera comparativa los distintos estilos de liderazgo relacional, concluyendo que el liderazgo servidor podría ser el crisol que aúne las características esenciales de cada uno de ellos.
... The concept of servant leadership, introduced by Greenleaf (1977), differs from other types of leadership, such as transformational leadership, in that the leader is genuinely interested in followers instead of organizational objectives (Graham, 1991;Stone et al., 2004). Servant leaders use persuasion (instead of power) to motivate followers and might be described as stewards who hold the organization in trust (Reinke, 2004). ...
Heavy Work Investment (HWI) is a construct that comprises both workaholism and work engagement. We tested a path analysis model on 364 Italian workers, with servant leadership as a predictor of HWI and HWI as a predictor of Organizational Citizenship Behaviors (OCB) and Counterproductive Work Behaviors (CWB). We also performed ANOVAs and MANOVAs. Among the main findings, servant leadership is a positive predictor of both workaholism and work engagement. Work engagement is a positive predictor of OCB and a negative predictor of CWB. Conversely, workaholism, is a positive predictor of CWB, but it does not predict OCB. Hence, we encourage implementing soft-skills interventions aimed at making leaders aware of the different worker types in their organization to develop tailored measures to foster work engagement rather than workaholism. Also, we recommend controlling for work engagement when analyzing workaholism, given the different findings that arose when controlling or not controlling for work engagement.
... Servant leaders focus on all the organizational stakeholders (Graham, 1991) and they try to achieve wider organizational outcomes than profit alone. Reinke (2004) highlights the commitment of servant leaders toward the development of individual employees, organizations, and the society at large. As said by Jones Christensen et al. (2014), "the primary allegiance of servant leaders is to those who serve and those who lack access." ...
... A servant leader is a steward who supports the organization (Reinke, 2004). It emphasizes that servant leaders prioritize others more than themselves. ...
Leadership is the skill and art of inspiring an organization’s followers to carry out their duties with passion to achieve the organization’s objectives and cultivate group development. Referring to the golden age and context of globalization, technological boost, and socioeconomic prosperity, contemporary organizations have experienced drastic changes over the past decades. These revisions have presented management with unexpected challenges that have forced them to pursue new routes in organizational leadership and management. Nowadays, leadership theorists have put more attention and emphasis on humility and servility in the leadership context. Servant leadership is a blossoming new research field and leadership paradigm that has been linked to ethics, humility, and morals. Servant leaders care about the satisfaction level of their followers more than their own desires. In this conceptual research, we will begin by summarizing and reviewing the literature on the origin of servant leadership. The literature on job satisfaction, empowerment, and performance will then be reviewed, and their relationship to servant leadership will be examined, with a focus on the moderating effect of leaders’ gender on these features.
... There is a positive relationship between OCB and satisfaction (Bateman and Organ, 1983) and commitment (O'Reilly and Chatman, 1986). Satisfaction and commitment have been shown positively related to servant leadership (Barbuto and Wheeler, 2006;Braye, 2000;Laub, 1999;Liden, Wayne, Zhao and Henderson, 2008;Reinke, 2004;Bashmakov et al., 2015). ...
... This desire to serve is at the heart of successful leadership; it leads to a devotion to individual employee development, organizational survival, and community involvement. (Reinke, 2014). As a result, power becomes a means of serving others, and it may even be regarded a requirement for servant leaders. ...
The purpose of this research is to determine the effect of servant leadership on job involvement. Since it would be difficult for the researcher to apply to the all employees of the university, the researcher randomly selected three faculties of university. The total number of staff of these faculties is 500. The mail addresses of 500 people were obtained from the university and the questionnaires were sent by Google Form. 220 employees responded to the surveys. The statistical analytical method (Validity and Reliability Analysis, Correlation Analysis, Factor Analysis, Regression Analysis) used, which aims to describe and analyze the phenomenon of the study and to reveal the relationship between its components and the processes it includes.The results showed (the dimensions of servant leadership) Service and Empowerment have a significant and positive impact on job involvement at the University of Kirkuk. However, Stewardship have not a significant and positive impact on job involvement.
... Largely, TQM and servant leadership share numerous attributes. For instance; reverence, attachment, a culture of openness, information sharing, reducing fear, facilitating creativity, and innovation (Coetzer et al., 2017;Dierendonck, 2011;Eva et al., 2019;Gallear & Ghobadian, 2004;Ghobadian et al., 2007;Kumar, 2018;Reinke, 2004). ...
... Traditional models of leadership that assume heavily top-down influence may therefore be less acceptable to younger employees (Anderson et al. 2016). Claar, Jackson, and TenHaken (2016) argued that servant leadership is manifest in accordance with the leadership model of creating connectedness and building relationships between leaders and followers (Reinke 2004). We consider that servant leadership, characterized by a leader's connectedness with followers, especially at an emotional level (Barbuto and Hayden 2011) can be congruent with Leader-Member Exchange (LMX), rather than only ever being a personality-based leadership approach. ...
The study drew on Conservation of Resources Theory to explain the adoption of servant leadership behaviours vis-a-vis targeted followers and these behaviors’ positive association with worker effectiveness. We collected 365 follower-leader dyadic questionnaire responses in mainland China and conducted 20 interviews in Hong Kong. Results showed that followers’ proactive personality and high person-supervisor fit are positively associated with supervisors’ servant leadership behaviours, with the latter in turn positively associated with followers’ work effectiveness. Our findings challenge the conventional assumption that servant leadership is solely a manifestation of the traits of the leader.
Keywords: Conservation of Resources Theory, Follower proactive personality, Followership, Mainland China and Hong Kong, Person-supervisor fit, Servant leadership.
... Servant leaders focus on all the organizational stakeholders (Graham, 1991) and they try to achieve wider organizational outcomes than profit alone. Reinke (2004) highlights the commitment of servant leaders toward the development of individual employees, organizations, and the society at large. As said by Jones Christensen et al. (2014), "the primary allegiance of servant leaders is to those who serve and those who lack access." ...
The concept of sustainable development focuses on meeting the intersecting environmental, economic, and social needs. Due to the complexity and multifaceted nature of sustainability management, organizations have to mobilize resources and capabilities to deal with the scale and scope of such goals. This chapter examines the drivers of sustainability and focuses on macro- and micro-orientations that influence the performance of the organizations in achieving the sustainability goals. The focus is on how the servant leadership style can be an essential driving mechanism for sustainability goals. The chapter underlines various characteristics of the servant leadership style that makes it one of the finest styles to deal with sustainability issues. Furthermore, it elaborates how servant leaders help generate individual and organizational capabilities that can drive the organization toward the goal of sustainable development.
This chapter examines loving others by serving first through (Patterson, K.A. (2003). Servant Leadership: A Theoretical Model. Regent University.) contemporary servant leadership model, Robert K. Greenleaf’s founding concepts, and Jesus Christ’s life as the most remarkable example of servant leadership and love. The Bible forms the context and understanding that support the approach to serving others first. Through several scriptural and scholarly references, the framework of this chapter presents a study of servant leadership and the differentiating aspects that separate this leadership style from other related perspectives of love and concern for others; love and service to others; Biblical; Business; and faith and learning concepts.
This paper determines enhancements to servant leadership theory by comparing it to the Old Testament poem about a noble woman (Proverbs 31:10). Through intertexture analysis, an exegesis of Proverbs 31:10–31 revealed a very simple approach to servant leadership, whereby one’s character and actions for others, out of their fear of the Lord resulted in spiritual riches. When compared with scholarly research on servant leadership, the Proverbs 31 example of servant leadership enhances the theory by adding two components: an emphasis on action as behavior and servant leader growth as an outcome. It seeks to strengthen not only the research on servant leadership but to encourage today’s female leaders with a worthy model.
Of the numerous forms of leadership propounded by commentators and scholars, none is as elusive as the servant variety. Although, in general terms, there is agreement that it is focused on followers, rather than leaders, much less clarity surrounds how it might be put into practice. This chapter considers possible approaches to the operationalisation of servant leadership as a school improvement strategy. It begins by examining such features of servant leadership as listening skills and empathy, before putting it into the context of other common leadership styles. Transformational leadership is looked at, as is distributed leadership in both its formal and informal modes, the conclusion being that servant leadership is a potentially valid approach for both principals and those at other levels of a hierarchy: informal teacher leadership is seen as a particularly promising ‘home’ for servant leadership. The chapter ends by proposing that professional learning communities, informed by distributed teacher leadership, offer a solid practical basis for leaders of different types to put the servant style into practice.
Penguatan kepemimpinan melayani kepala sekolah menghasilkan kepala
sekolah yang bertanggungjawab dan terbuka serta berkeinginan kuat untuk terus
belajar kepada orang lain (display authenticity), kepala sekolah yang memberikan
perspektif masa depan dengan memprakarsai dan inisiatif (provide leadership),
kepala sekolah yang mampu mencari dan memberi solusi dari setiap permasalahan
(persuasive mapping), kepala sekolah yang mempunyai visi dan menginspirasi
untuk kemajuan masa depan (visioner), kepala sekolah yang mudah memahami
situasi dan implikasi dari situasi tersebut/ bijaksana (wisdom), kepala sekolah yang
rendah hati dan dapat menempatkan prestasi dan bakat anggota dalam perspektif
yang tepat (share leadership), kepala sekolah yang cepat mengambil tindakan,
bukan hanya niat baik atau maksud baik tetapi lebih dari itu karena peduli terhadap
orang lain (altruistic calling), kepala sekolah yang memiliki empati / menyelaraskan
diri/ peka atas perasaan dan pikiran oarang lain (emotinal headling), dan kepala
sekolah yang fokus memotivasi dan mengembangkan bawahanya (develop people).
Over the past few decades, scholars have extensively investigated the topic of leadership, contributing to the development of diverse leadership theories and contemporary managerial practice. However, the emergence and renewed focus on societal grand challenges warrant an alternative approach to leadership such as sustainability leadership. Despite the critical importance of sustainability leadership in addressing these global concerns, scholarly research in this field of inquiry, by and large, remained scant and fragmented, lacking conceptual coherence and theoretical integration. While the existing literature provides insights into sustainability leadership characteristics, competencies, behaviors, and actions, it failed to integrate a holistic understanding of how these aspects are connected and affect each other. Accordingly, the purpose of this review paper is to provide conceptual synthesis and critical appraisal of the extant literature on sustainability leadership. Drawing on a systems theory perspective on paradox, we developed an integrative multi-level sustainability leadership framework, which demonstrates the linkages between individual-level mechanisms (micro), organizational-level mechanisms (meso), and societal context (macro). The framework explicates the key underlying mechanisms of sustainability leadership functioning embedded in paradoxical tensions to address complex and multi-faceted sustainability issues. The paper concludes by offering implications for research and managerial practice, and avenues for future research.
Purpose
This study aims to investigate the effect of servant leadership on employee organizational identification and career satisfaction through the mediating lens of leader-member-exchange (LMX). Furthermore, this study also examines whether perceived organizational support (POS) strengthens the positive effect of servant leadership on LMX and subsequently, on employee organizational identification and career satisfaction.
Design/methodology/approach
Survey data were collected from 314 respondents working in hotels in United States of America (USA). Structural equation modeling (SEM), hierarchical moderation analysis and bootstrapping were used to test the study hypotheses.
Findings
Servant leadership was found to positively influence employee organizational identification and career satisfaction. Further, analysis revealed that LMX partially mediated the positive relationship between servant leadership and employee career satisfaction and fully mediated the positive relationship between servant leadership and organizational identification. However, although POS moderated the indirect relationship between servant leadership and employee’ career satisfaction, it did not moderate the indirect relationships between servant leadership and organizational identification.
Practical implications
This study provides insight into the nexus of servant leadership and organizational support in hospitality industry to foster the employee organizational identification and career satisfaction which are extremely needed for competitive advantage in hotel industry.
Originality/value
This study addresses recent calls for future researchers to investigate the important of servant leadership in the hospitality industry.
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.
This Study aimed at achieve an items of Servant Leadership, and analyzing prophet leadership practice from the perspective of the most modern leadership theories, namely, servant leadership that combines prophet practical practices- represented by the person of the prophet (peace and blessing of Allah be upon him), and servant leadership from a modern administrative perspective, In order to achieve the study objective, the researcher used the qualitative method, namely the historical qualitative method to achieve how was prophet- peace and blessing of Allah be upon him- for servant with typical practical examples from the person of the prophet- peace and blessing of Allah be upon him- The findings of the study were as the following: achieve an items of Servant Leadership: (Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to the Growth of People and Building Community). achieve how was prophet- peace and blessing of Allah be upon him- for servant with typical practical examples from the person of the prophet- peace and blessing of Allah be upon him-. "The Islamic prophetic leadership represented by person of the Holy prophet (Greeneleaf, 1970) with many strokes, which is better than the Western schools in Servant leadership Thus the prophet Commander Muhammad- peace and blessing of Allah be upon him- is the greatest leader of a servant passed through history, and all the Western scholars mentioned in their studies and research on the servant leadership was considered of Muslims, and the prophet of humanity for more than (1440) years.///
هدفت الدراسة إلى التعرف على عناصر القيادة الخادمة كما بحثت في الأدبيات المعاصرة، ومن ثم تحليل ممارسات القيادة النبوية لهذه العناصر، بغرض الوصول إلى الكشف عن ممارسات القيادة النبوية للقيادة الخادمة بأمثلة عملية – ممثلة بشخص النبي. ولتحقيق هدف الدراسة استخدم الباحث المنهج النوعي، وبالتحديد المنهج التاريخي النوعي (المنهج الوثائقي التحليلي) للتعرف على كيفية ممارسة القيادة النبوية ممثلة بشخص النبي للقيادة الخادمة، وتوصل البحث إلى: التعرف على عناصر القيادة الخادمة (الانصات، التقمص العاطفي، المساعدة، التوعية، الإقناع، وضع تصور للمستقبل، البصيرة، القيام بالخدمة، الالتزام بتحقيق تنمية الناس، بناء المجتمع)، ومن ثم تحديد العناصر المركزية التي شكلت الاطار العام للقيادة النبوية انطلاقا من القيادة الخادمة، وذلك من خلال تأكيد ممارسة القيادة النبوية للقيادة الخادمة بأمثلة نموذجية عملية من شخص ، فالقيادة النبوية الإسلامية ممثلة بشخص الرسول الكريم تتجاوز القيادة الخادمة التي وضعها (جرينليف Greanleaf, 1970) بأشواط كثيرة، والتي هي أفضل مما وصلت إليه المدارس الغربية في القيادة الخادمة. وعليه فالنبي القائد محمد يعد أعظم قائد خادم مر عبر التاريخ، ويشهد بذلك سلوكه القيادي المتميز، وخصائصه القيادية العظيمة، بل إن كل ما ذكره العلماء الغربيون في دراساتهم وأبحاثهم عن القيادة الخادمة كان يعتبر أساساً في القيادة عند المسلمين، وعند نبي البشرية منذ أكثر من (1440) عاماً". وفي ضوء النتائج قدمت الدراسة مجموعة من التوصيات والمقترحات.
A tanulmány egy gazdaságilag fejlett régió, Győr-Moson-Sopron megye szervezeti kultúra sajátosságait tárja fel. Napjainkban a szervezeti kultúra hatással bír a szervezetben uralkodó interperszonális és további folyamatokra, s hosszú távon a gazdasági eredményben is tükröződik. Győr-Moson-Sopron megye gazdasága országosan az élvonalban helyezkedik el, ezért célszerű a kulturális megalapozás és a teljesítmény összefüggéseit vizsgálni. Ebből adódóan a tanulmány a fejlett gazdasági régió és a szervezetek kultúrájának fejlettsége közt kíván párhuzamot vonni , s mindezt a Covid-19 járvány árnyékolta időszakban. A szakirodalmi áttekintés megalapozza a primer kutatást, mely kérdőíves adatfelvétel formájában valósult meg.
This chapter is believed to be an important work for several reasons. First of all, it references research done on Servant Leadership theories across a span of some 45 years since Greenleaf’s first work on the subject. Second, it catalogs 18 Servant Leadership theories based on Scripture. In doing so, it identifies a perceived gap in all of these SL theories using theological and hermeneutical arguments. It also considers where the redemptive work of Christ fits into leadership models that draw upon His life and work as their source and suggests a unique way to view the leadership of Jesus: “Acting Redemptively.”
Introduction
Empirical evidence shows that leadership style is a job resource that promotes employee subjective well-being among workers of value-based organizations. These organizations try to create cultures with strong values to which employees adhere, increasing their subjective well-being and transmitting the identity values. Concretely, religious organizations are characterized by transmitting their values while they perform their services. The value-based management model of religious entities is an appropriate setting for studying the effects that this style based on values has on subjective well-being.
Purpose
In organizations with strong value-based cultures, the most appropriate styles are moral leadership and, among them, servant and authentic leadership; thus, this research contributes from the theoretical framework of job demands-resources (JD-R) model to the open debate on leadership as job resource to promote subjective well-being and the common characteristics of these leadership styles.
Patients and Methods
To reach the aim of this research, a sample of workers in Catholic organizations located in Spain was used. The data was processed using partial least squares (PLS) technique.
Results
The results show that while authentic leadership is a job resource to achieving greater well-being among workers of value-based organizations, servant leadership is merely a resource in the presence of a perceived authentic leadership. In other words, authentic leadership exerts a total mediation in the relationship between servant leadership and subjective well-being.
Conclusion
The main contribution of this research lies in demonstrating that servant and authentic leadership are job resources that together promote subjective well-being among workers of religious organizations. This result rejects the previous theory that defend the redundant outcomes of these leadership styles, what undoubtedly constitutes an interesting finding for the academy. These findings also complement the social identity theory, as the identity of a service entity could justify that servant leadership generates higher levels of perceived authentic leadership.
Following Chapter 3, on Kazuo Inamori’s trajectory and Chapter 4 on Ideology/Rules, this chapter “brings up the rear” regarding Division 1 Hypostasis. In this context, this chapter provides a perspective on leadership analysing (1) Kazuo Inamori’s view of (after)life, (2) his leadership description, (3) Inamori’s management philosophy, including Saigo Nanshu’s teaching, and (4) a review of literature on leadership.
Theoretically, organizational trust establishes the framework for productivity. Trust creates an environment that encourages cooperation and allows employees to concentrate their attention on the task. Employing regression analysis with cross-sectional data from the 1994 State Employee Survey, this research examines employee attitudes of organizational trust toward those in top management positions. Demographic controls (education, pay level, race, and gender) exhibit no substantive effect. Attitudes assessing internal job characteristics (benefits, extrinsic rewards, and work environment) demonstrate a relationship in fostering trust. External work characteristics (job satisfaction, supervisory evaluation, and political interference) also emerge as determinants of organizational trust.
As part of an integrative model of leadership, transformational (versus transactional) styles are proposed to be related to subordinates' motivation and commitment to quality, the strength of empowering norms at the subunit level, and organizational productivity. Transformational and transactional styles also are proposed to be related to the self-image of leaders. Hypotheses are tested in a military setting, the United States Army Recruiting Command, through the use of survey data provided by mid-level leaders, station commanders, and recruiters. Data are supplemented by direct measures of subunit productivity. Results support some, but not all, of the proposed hypotheses. Implications for research and practice are presented, along with limitations of the research.
Developing and maintaining trust in work relationships The past decade has seen dramatic changes in the modern organization. New organizational linkages, strategic alliances, partnerships, and joint ventures are being formed to achieve and maintain competitive advantage in the marketplace. New linkages require organizations to move away from the more traditional hierarchical forms and toward networks and alliances. These new forms are designed to be more responsive to rapid change, enable entrepreneurial activity to flourish within the organization and across its boundaries, and increase the effectiveness of communication and problem solving across departments, locations, functional responsibilities, and organizational boundaries. In their recent work, Managing the New Organization , Limerick and Cunnington (1993) emphasize nine crucial competencies for managing networks, within and across organizational boundaries. Interpersonal dynamics between key actors within a network or alliance are critical elements in this list of competencies, and trust is central to this list: The key ...
This study investigated 3 broad classes of individual-differences variables (job-search motives, competencies, and constraints) as predictors of job-search intensity among 292 unemployed job seekers. Also assessed was the relationship between job-search intensity and reemployment success in a longitudinal context. Results show significant relationships between the predictors employment commitment, financial hardship, job-search self-efficacy, and motivation control and the outcome job-search intensity. Support was not found for a relationship between perceived job-search constraints and job-search intensity. Motivation control was highlighted as the only lagged predictor of job-search intensity over time for those who were continuously unemployed. Job-search intensity predicted Time 2 reemployment status for the sample as a whole, but not reemployment quality for those who found jobs over the study's duration. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The literature on feedback to individuals has previously been reviewed with respect to its effect on the behavior of individuals in performance-oriented organizations. Although contemporary views of individual behavior in organizations stress that feedback is necessary for effective role performance, little attention is given to the psychological processes affected by it. This review focuses on the multidimensional nature of feedback as a stimulus and addresses the process by which feedback influences behavior. Emphasis is placed on those aspects of feedback that influence (a) the way it is perceived, (b) its acceptance by the recipient, and (c) the willingness of the recipient to respond to the feedback. (3 p ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The ultimate purpose of feedback is to improve employee performance. For this to occur, employees must accept and act upon the information they receive in the feedback process. Thus, employee perceptions and attitudes towards the process and their supervisor play an important role in understanding why performance feedback frequently fails in the work setting. This article investigates whether supervisor credibility, superior-subordinate similarity, and management support improve the quality of performance feedback that captains receive in the U.S. Air Force. The Air Force (1988) defines quality feedback as feedback that is specific, objective, and involves two-way communication. Supervisor credibility and superior-subordinate similarity are research components based on Hovland's (Hovland, Janis, & Kelly, 1953) theory of communication. Hovland et al. propose that acceptance of information and subsequent changes in behavior depend on the perceptions the recipient of a communication has about the sender. Placed in the context of performance feedback, the subordinate will receive and act upon feedback based upon perceptions about the supervisor - credibility and superior-subordinate similarity. Hovland et al. propose that credibility has two components - supervisor trustworthiness and expertise. These sender characteristics - trustworthiness, expertise, and similarity to receiver - determine whether communication is acted upon. The finding indicate that trust in one's superior and a superior's expertise are associated with perceptions of quality performance evaluation feedback. The findings also provide partial support for the hypotheses that management support of feedback processes has a significant relationship with perceptions of quality feedback and that management support moderates the relationship between quality feedback and trust, expertise, and similarity. Moreover, trust, expertise, and management support explain a substantial amount of variance in the three elements of quality feedback.
This article reports on the development of a 12-item scale to measure an individual's level of trust in his or her supervisor and in his or her work organization as a whole. The scale was tested in seven different organizations, with a total sample size of 779 individuals. Reliability, validity, and factor analytic data are presented to demonstrate that the instrument is psychometrically adequate and stable. The scale is usable in both academic research and applied settings.
This paper presents a model of trust and its interaction with information flow, influence, and control, and reports on an experiment based on the model to test several hypotheses about problem-solving effectiveness. The subjects were managers and the independent variable was the individual manager's initial level of trust. Groups of business executives were given identical factual information about a difficult manufacturing-marketing policy problem; half the groups were briefed to expect trusting behavior, the other half to expect untrusting behavior. There were highly significant differences in effectiveness between the high-trust groups and the low-trust groups in the clarification of goals, the reality of information exchanged, the scope of search for solutions, and the commitment of managers to implement solutions. The findings indicate that shared trust or lack of trust apparently are a significant determinant of managerial problem-solving effectiveness.
Companies increasingly collaborate in their technological activities. Collaboration enables firms to learn about uncertain and turbulent technological change, and enhances their ability to deal with novelty. A number of studies reveal the importance for successful collaboration of high levels of inter-personal trust between scientists, engineers, and managers in the different partners. However, these individual relationships are vulnerable to labor turnover and inter-personal difficulties. Using two examples of highly successful technological collaborations, it is argued that the survival of such relationships in the face of these inevitable inter-personal problems requires the establishment of interorganizational trust. Such trust is characterized by community of interest, organizational cultures receptive to external inputs, and widespread and continually supplemented knowledge among employees of the status and purpose of the collaboration.
US managers tend to look at the quality challenge posed by Japanese industry in the early 1980s as a challenge slowly yet successfully met. Academics see the emergent quality movement as just another fad. This book is about reconciling these images. Can managers learn from fads? Robert Cole explores the reasons behind American industry's slow response to the challenge of high quality Japanese goods, then proceeds to explain the factors which eventually enabled management to address the quality gap effectively. He argues that a variety of institutional factors slowed management's response in the US, and describes the reshaping of institutional forces that lead to sustained quality improvements in the 1990s. Ultimately, this book is about factors inhibiting and supporting organizational learning and provides lessons for all those interested in the issue of organizational transformation.
Trust expectations, information quantity shared, the climate of trust, and negotiated outcomes were investigated. Initial trust expectation was manipulated, and participants provided data about the quantity of information shared, the climate of trust, and the outcomes of the negotiations. The 324 participants were practicing managers who conducted a negotiating role play with win-win potential. Information sharing followed from initial trust expectations, and information sharing did not fully mediate the relationship between expectations and climate of trust. Negotiating effectiveness was associated with the quantity of information shared but not with trust. Procedural inefficiency (time to discover the solution) decreased as information quantity increased, but procedural inefficiency was not related to trust. One measure of outcome inefficiency (complexity of the agreement) decreased as trust increased, but another measure of outcome inefficiency (monetary cost of the agreement) was not related to trust. Unexpectedly, buyers’ monetary cost increased as information increased, suggesting that sellers might profit from information exchange and, indirectly, from trust. Contributions and limitations of the study are discussed in addition to implications of trust in negotiations by practicing managers.
The authors purport that a new brand of leadership - transformational leadership - is the key to revitalizing large U. S. corporations such as General Motors, AT&T, General Electric, just to mention a few. Based on the premise that the pressure for basic organizational change will intensify, not diminish, over the years, they argue that transformational leaders must develop a new vision for the organization, mobilize employees to accept and work toward achieving the new vision, and institutionalize the needed changes. Unless the creation of this breed of leaders becomes a national agenda, the authors are not very optimistic about the revitalization of the U. S. economy.
Scholars in various disciplines have considered the causes, nature, and effects of trust. Prior approaches to studying trust are considered, including characteristics of the trustor, the trustee, and the role of risk. A definition of trust and a model of its antecedents and outcomes are presented, which integrate research from multiple disciplines and differentiate trust from similar constructs. Several research propositions based on the model are presented.
The notion of service can encompass much more than the basic duties of obedience, loyalty, trust, and courage directed solely to some higher secular authority. It can also encompass a duty to a “common good,” a “good society,” a “public,” or a people. If public service is to be viewed as an integral component of our democratic political system, the ethical-moral values of faith, hope, and love must be recognized as the critical impulses which energize a life dedicated to the service of democracy. But such an approach is very different from the current focus of democratic ethics. In particular the love ethic inevitably moves on a collision course with many of our basic canons of public sector management such as the concept of formal, institutionalized, bureaucratic authority, the notion of detached, dispassionate, objective neutrality, and the almost absolute emphasis placed on rational, routinized, programmed behavior.To labor in the service of democracy is to recognize that all of us are called, in one way or another, to be watchmen, sentinels, or prophets of others. It is a recognition of the fact that a life in service of democracy is a life of constant instruction, giving and receiving knowledge about right conduct in the formation of one person's character by another, and in the acceptance of another's guidance in one's own growth. In a word, society is dependent on the career professionals in governments at all levels to lead it to a new value vision of the common good. As a first step in this direction, public administrators must be willing to confront the suppressive and debilitating constraints which currently are being imposed on bureaucracy from all directions, and to reaffirm the values and virtues inherent in the notion of service which have unified the ethical forces of democracy so well in the past.
The purpose of presenting the research in this book is to develop a theory of leadership that is relevant to today's US Army, and can guide their best efforts to create leaders of tomorrow. The empirical research described in this volume supports the finding that the best of both military and civilian leaders often display a particular kind of leadership, transformational leadership. The contribution of transformational leadership to unit commitment, involvement, loyalty, and performance helps units to cope with stress in crises, emergencies and the "fog of war." The implications of the new research on transformational leadership for the organizations' image and strategic planning, and its impact on recruiting, selection, promotion, personnel development, and management education are all discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Scholarly interest in the study of trust and distrust in organizations has grown dramatically over the past five years. This interest has been fueled, at least in part, by accumulating evidence that trust has a number of important benefits for organizations and their members. A primary aim of this review is to assess the state of this rapidly growing literature. The review examines recent progress in conceptualizing trust and distrust in organizational theory, and also summarizes evidence regarding the myriad benefits of trust within organizational systems. The review also describes different forms of trust found in organizations, and the antecedent conditions that produce them. Although the benefits of trust are well-documented, creating and sustaining trust is often difficult. Accordingly, the chapter concludes by examining some of the psychological, social, and institutional barriers to the production of trust.
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