A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts

Abstract

A new research area linked to ethics, virtues, and morality is servant leadership. Scholars are currently seeking publication outlets as critics debate whether this new leadership theory is significantly distinct, viable, and valuable for organizational success. The aim of this study was to identify empirical studies that explored servant leadership theory by engaging a sample population in order to assess and synthesize the mechanisms, outcomes, and impacts of servant leadership. Thus, we sought to provide an evidence-informed answer to how does servant leadership work, and how can we apply it? We conducted a systematic literature review, a methodology adopted from the medical sciences to synthesize research in a systematic, transparent, and reproducible manner. A disciplined screening process resulted in a final sample population of 39 appropriate studies. The synthesis of these empirical studies revealed: a) there is no consensus on the definition of servant leadership; b) servant leadership theory is being investigated across a variety of contexts, cultures, and themes; c) researchers are using multiple measures to explore servant leadership; and d) servant leadership is a viable leadership theory that helps organizations and improves the well-being of followers. This study contributes to the development of servant leadership theory and practice. In addition, this study contributes to the methodology for conducting systematic literature reviews in the field of management, highlighting an effective method for mapping out thematically, and viewing holistically, new research topics. We conclude by offering suggestions for future research.

Sport Leadership: A New Generation of Thinking

“…A response to concerns about the leader-centric focus (sometimes referred to as the hero leader -often propagated by the sports media) has been the emergence of follower-centred perspectives on leadership (UhlBien, Riggio, Lowe, & Carsten, 2014). Still relatively new to the leadership theory debate, this more expansive view of leadership aligns with the social construction of leadership, and has also helped to advance a resurgence of alternative theories such as authentic and servant leadership (Avolio & Mhatre, 2012;Greenleaf, 1998;Parris & Welty Peachey, 2013 (O'Boyle, Murray, & Cummins, 2015). We also point to the emergence of self-leadership and emotional intelligence as a central aspect of new leadership thinking that complements a more expansive view of leadership theory (Schneider, 2012).…”

The Relationship between Servant Leadership and Organizational Citizenship Behavior: An Empirical Study on Saudi Insurance Companies

“…The term servant leadership is an oxymoron as servant and leader are two extremes. As per Parris & Peachey (2013), in order to meet the goals of the organization, leaders are required to understand the requirements of the workforce by using communication as a tool. The knowledge thus obtained is used for retaining, developing, motivating, engaging and empowering the employees so as to assist them in performing to their fullest potential.…”

“…Parris & Peachey (2013) claimed that there are eight main characteristics of servant leadership. The first characteristic is to listen openly the views of others without interrupting.…”

Serving from the top: police leadership for the twenty-first century

“…Northouse (2015) and Spears (1996) argue that this form of leadership challenges traditional beliefs about leadership, highlighting servant leadership as a model that liberates leaders so that they may focus on behaving ethically and caring for others thus empowering others to achieve. Thus, servant leadership creates an environment in which teamwork, involvement in decision making and the opportunity for personal growth are seen as key drivers in organisational success (Parris and Peachey, 2013). Graduate officers who may have joined the police to follow a vocation will be keen to 'make a difference' and they may well look to leaders at all levels for feedback and guidance on their contributions.…”

“…(Herzberg, 1966). Washington et al (2006) and Parris and Peachey (2013) illustrate that servant leaders tend to have a genuine concern for others arguing that they build trust through honesty and integrity and gain credibility through people's confidence in their knowledge, skills and abilities. Facilitating trust and integrity can only benefit a constable starting out in his/her career as it is trust, integrity and honesty that they too must exude to the public as part of their role as a police constable.…”