Challenging Servant Leadership In The Nonprofit Sector: The Side Effects Of Servant Leadership

Palumbo, Rocco

doi:10.18666/jnel-2016-v6-i2-6824

Cited by 37 publications

(39 citation statements)

References 33 publications

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“…Servant leadership has received growing interest from leadership practitioners and researchers (Parris & Peachey, ), including nonprofit scholars (Palumbo, ; Ronquillo et al, ). Greenleaf () states that servant leadership starts with the leader's desire to serve and focuses on the follower through “facilitating follower performance and development” (Winston & Fields, , p. 414).…”

Section: Literature and Conceptual Modelmentioning

confidence: 99%

“…Although effective nonprofit leadership shares characteristics with the public and private sectors (Akingbola, ; Ronquillo, Hein, & Carpenter, ), nonprofit organizations require an unique leadership approach as a result of reliance on donations and volunteers, emphasis on mission over profit, lower salaries and limited resources, competition with other sectors for talented leaders, among other factors (Herman, ; Suarez, ; Tidwell, ). Servant leadership has received limited attention as a potential leadership style suited to nonprofit organizations (Palumbo, ; Ronquillo, ) despite its emphasis on mission (Vaill, ), suitability to humane and caring organizations (Northouse, ), and its follower‐centric approach to achieving organizational objectives (Palumbo, ). Van Dierendonck, Stam, Boersma, de Windt, and Alkema () point to servant leadership's potential to address the new challenges organizations face, including increased reliance on people within a knowledge‐based economy, which may equally benefit nonprofit organizations (Ronquillo et al, ).…”

Section: Introductionmentioning

confidence: 99%

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Exploring a model of servant leadership, empowerment, and commitment in nonprofit organizations

Allen

Winston

Tatone

et al. 2018

Nonprofit Mgmnt & Ldrshp

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This study examined a model of servant leadership's relationship to organizational commitment through structural and psychological empowerment, focusing on leader–follower dyads in a nonprofit organization. Survey data was collected from 128 employees of a nonprofit organization in a northeastern U.S. city. After model re‐specification, a well‐fitting model emerged, indicating that structural empowerment mediates the relationship between servant leadership and organizational commitment. Moreover, the model suggests that structural empowerment's effect on organizational commitment is both direct and indirect—the latter occurring through the meaning dimension of psychological empowerment. This study provides initial support for structural empowerment being a mechanism through which servant leadership impacts organizational commitment in nonprofits. In addition, the role of meaningful work is highlighted as an antecedent to organizational commitment for nonprofit employees. Servant leaders are suggested to create structurally empowering working environments, which support employees' stronger commitment to the organization.

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Section: Literature and Conceptual Modelmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Exploring a model of servant leadership, empowerment, and commitment in nonprofit organizations

Allen

Winston

Tatone

et al. 2018

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

show abstract

“…Features such as being kind and humble can encourage family-work environment since millennials, according to Meng et al (2017), are worried about work-life balance. Arguably, this requires the first suggested practice of servant-tolerant leadership, since they are committing to serve, encourage, and listen to employees, and to be aware of the importance of ethics (Palumbo, 2016). Servant leaders observe employees' needs as their top priorities and serve without looking for return (Setyaningrum et al, 2020).…”

Section: Analysis and Discussionmentioning

confidence: 99%

Customizing leadership practices for the millennial workforce: A conceptual framework

Farhan

2021

Cogent Social Sciences

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This study is a critical review of literature to develop a conceptual framework that offers new insights on the complicated interaction between the millennial workforce and leadership competencies. The current study applies contingency approach as a theoretical foundation to answer the question of which leadership practice is suitable for leading the millennial workforce. The study contributes to research on leadership by developing a theoretical framework in which the contingency approach becomes a theoretical basis for the analysis. The analysis investigates the contingent style of leadership needed in different situations. The framework is built on two suggested factors (the millennial workforce and leadership competencies) as a critical means to answer to the question raised. Literature that shows the theoretical interaction between the two factors was used to build this framework, which in turn develops three complementary parallel leadership practices (ethical-tournament, servant-tolerant, and authentic-stringent). The three practices provide a foundation for theoretical development in the field of leadership in order to actively engage, retain, and develop millennials within their current organizations. While the current study provides a theoretical framework, there is a need for empirical work to examine the three proposed practices and

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“…It is worth noting that the blend of intuition and rationality in the entrepreneurial decision making dance can be prevented by the side effects that are related to an excessive use of nonlinear schemes based on instinct and impulsiveness (Tsang, 2004). The unstructured and unbalanced employment of intuition may pave the wat for conscripted thinking, which has major negative effects on the entrepreneurs' ability to nurture their metacognitive knowledge (Palumbo, 2016;Zacharakis & Meyer, 1999). This calls for a precautionary approach in unfolding the dance of intuition and rationality, avoiding that an excess of intuitive thinking may arrest the structuration of the decision making process, thus undermining the meta-cognitive learning abilities of entrepreneurs (West III & Meyer, 1998).…”

Section: Key Referencesmentioning

confidence: 99%

A round of dancing and then one more: embedding intuition in the ballet of entrepreneurial decision making

et al. 2021

Self Cite

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The dance metaphor allows us to figuratively depict entrepreneurial decision making processes. Being conventionally conceived of as a sequence of purposeful behaviors rooted in a rational cognition process, entrepreneurial decision making can be featured as a ‘ballet’. This interpretation puts in the background the improvisational nature of decision making, which revokes ‘lindy hop’ as a dance style. The article intends to illuminate the role of intuition, highlighting its overlap with rationality in the entrepreneurial decision making dance. For this purpose, a bibliometric analysis followed by an interpretive literature review advances a comprehensive report of 66 peer-reviewed journal articles published from 1995 to 2019, constructing evidence on the nature of entrepreneurial decision making and on the interplay between intuition and rationality. Literature is categorized in five clusters, which are reciprocally intertwined. Firstly, intuition is unconsciously used as a strategy to deal with the uncertainty that inherently affects entrepreneurial ventures. Secondly, intuition is rooted in the entrepreneurs’ impulsivity, that echoes the role of emotions in decision making. Thirdly, the merge of rationality and intuition improves the entrepreneurs’ ability to keep up with the erratic rhythm of the decision making dance. Fourthly, the mix of intuition and rationality serves as a catalyst of entrepreneurs’ ability to thrive in complex and unpredictable environments. Fifthly, intuition generates drawbacks on entrepreneurs’ meta-cognitive knowledge, which should be carefully recognized. Embracing the dance metaphor, intuition turns out to be crucial to make entrepreneurs able to fill in the gap between rationality and uncertainty.

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Challenging Servant Leadership In The Nonprofit Sector: The Side Effects Of Servant Leadership

Cited by 37 publications

References 33 publications

Exploring a model of servant leadership, empowerment, and commitment in nonprofit organizations

Exploring a model of servant leadership, empowerment, and commitment in nonprofit organizations

Customizing leadership practices for the millennial workforce: A conceptual framework

A round of dancing and then one more: embedding intuition in the ballet of entrepreneurial decision making

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