Sharing links are not available for this article. Servant Leadership : A Journey Into The Nature Of Legitimate Power And Greatness.

A deep connection between servant leadership and compassionate love results in the modesty, gratitude, tolerance, and selflessness of a servant leader (van Dierendonck & Patterson, 2015). I believe every leader or aspiring leader should read and reread this essay until he or she understands that being a leader is about serving others - not the other way around. This long essay started the entire field of Servant Leadership and is a true classic in leadership literature. The subordinates demonstrate OCB to reciprocate the leader’s humility and modesty. Before distributing questionnaires to subordinate and supervisor groups, participants were informed of the purposes of the research and promised anonymity. (2016) found a positive association between servant leadership and OCB of followers. (2004), while servant leaders do not have a particular affinity for an abstract corporation or organization, they have an unconditional concern for those who constitute that organization. Results of these regression analyses are shown in Table 4; in the presence of affective trust, we found a insignificant relationship of servant leadership with task performance (β = .225, p < .10) and a significant coefficient with reduced magnitude of the relationship between servant leadership and OCB (β = .466, p < .05). [ebook] Tau Kappa Epsilon, p.1. It was something given, or assumed… Greenleaf, R. K. (1977). ed.). Hunter, J. C. (2012).

FundingThe author(s) received no financial support for the research, authorship, and/or publication of this article. This scale was selected because, first, it has been widely used and validated in different organizational settings (e.g., Hunter et al., 2013; Mayer et al., 2008; Miao et al., 2014; Neubert et al., 2008; Walumbwa et al., 2010) and, second, the original study had empirically validated the scale on two separate samples.
Declaration of Conflicting InterestsThe author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article. Available at: [Accessed 2 December 2017]. James A. Lynch, Hershey H. Friedman, Distributed leadership for school improvement: Leading or misleading, Servant leadership: A review and synthesis, 1 The Social Dimension of Organizations Recent experiences with Great Place to Work ® assessment practices, Employee perceptions of servant leadership: Comparisons by level and with job satisfaction and organizational commitment, Correlational analysis of servant leadership and school climate. Please read and accept the terms and conditions and check the box to generate a sharing link. The purpose of this mixed-method research study was to determine the extent that servant leadership was correlated with perceptions of school climate to identify whether there was a relationship between principals ’ and teachers’ perceived practice of servant leadership and of school climate. Studies of the mediating role of trust between transformational leadership and performance showed mixed results. Servant leaders help to empower and develop their followers, through expressing humility, stewardship, legitimacy, and by providing the direction (van Dierendonck, 2011). Exploring the differential mechanisms linking servant leadership and transformational leadership to followers outcomes, The cross-cultural invariance of the servant leadership survey: A comparative study across eight countries, CEO charismatic leadership: Levels-of-management and levels-of-analysis effects, Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation, The role of mentor trust and protégé internal locus of control in formal mentoring relationships, Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors, Examining the effects of trust in leaders: A bases-and-foci approach, Supervisory procedural justice effects: The mediating roles of cognitive and affective trust, An identification perspective of servant leadership’s effects. Finally, to confirm the pattern of mediation, we regressed task performance on servant leadership and OCB on servant leadership in the presence of affective trust. We followed a three-step procedure (Baron & Kenny, 1986) to access the mediating role of affective trust and cognitive trust on the relationship between servant leadership and task performance and OCB. This environment not only lays the foundation for affective trust but also induces cognitive trust in subordinates.

Members of _ can log in with their society credentials below, Farida Saleem, Yingying Zhang Zhang, C. Gopinath, and Ahmad Adeel, This article is distributed under the terms of the Creative Commons Attribution 4.0 License (.

(, Newman, A., Schwarz, G., Cooper, B., Sendjaya, S. (, Paswan, A. K., Pelton, L. E., True, S. L. (, Peterson, S. J., Galvin, B. M., Lange, D. (, Pillai, R., Schriesheim, C. A., Williams, E. S. (, Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., Fetter, R. (, Ragnarsson, S., Kristjánsdóttir, E. S., Gunnarsdóttir, S. (, Reed, L. L., Vidaver-Cohen, D., Colwell, S. R. (, Rezaei, M., Salehi, S., Shafiei, M., Sabet, S. (, Riordan, C. M., Griffith, R. W., Weatherly, E. W. (, Schaubroeck, J., Lam, S. S., Peng, A. C. (, Schwarz, G., Newman, A., Cooper, B., Eva, N. (, Sendjaya, S., Eva, N., Butar, I.
This suggests an alternative explanation for the relationship between cognitive and affective trust. Available at: [Accessed 19 November 2017]. In: Spears, LC, Lawrence, M (eds) Focus on Leadership: Servant-Leadership for the Twenty-First Century. Greenleaf explained individuals could assess how well they were living the life of a servant leadersby proposing if those served grow personally, grow professionally, becomesmore autonomous, and th... ...lthier, wiser,sfreer, more autonomous, more likely themselves to become servants? Greenleaf’s (1977) conceptualization of servant leadership as a distinct style introduced a new stream of research in the leadership literature. Consequently, various servant leadership models and measurements emerged in the last decade (Chiniara & Bentein, 2016). By continuing to browse Barnabas, A. and Sundararajan Clifford, P., 2012. I have read and accept the terms and conditions. chasing profits is peripheral; the real point of business is to serve as one of the institutions through which society develops and exercises the capacity for constructive action” (pp. (2008), using organizational field data, developed, tested, and validated a 28-item servant leadership scale and likewise concluded that servant leadership emerged as empirically distinct from both transformational and leader–member exchange styles. Two distinguishable dimensions of trust were treated as mediators in the relationship between servant leadership and subordinates OCB and performance. . Antecedents of transactional, transformational, and servant leadership: A constructive-development theory approach. SAGE Publications Inc, unless otherwise noted. 2017. Essentially, these leaders are more connected to people and networks than the ‘traditional’ forms of leadership, that is, ‘the lone chief atop a pyramidal structure’ (=-=Greenleaf, 1996-=-: 61) – they distribute leadership in order to generate organizational development and change.

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