Examination of leadership practices of principals identified as servant leaders

Taylor, Tim; Martin, Barbara; Hutchinson, Sandy; Jinks, Michael W.

doi:10.1080/13603120701408262

Cited by 97 publications

(61 citation statements)

References 6 publications

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“…According to DuFour (2001), principals who are inspired by the servant leadership role focus on developing a school climate and culture in which teachers share a common vision and a collective commitment to the team or school. School principals identified as servant leaders were rated highly by their teachers, compared to other school principals who use other leadership styles (Taylor, Martin, Hutchinson & Jinks, 2007). When the school principal (servant leader) has served the teachers' (followers') needs through the provision of a clear vision and guidance, teachers, in turn, are likely to act as servant leaders or trail blazers for students by removing obstacles that stand in students' paths (Bowman, 2005).…”

Section: Introductionmentioning

confidence: 99%

The relationship between servant leadership, affective team commitment and team effectiveness

Mahembe

Engelbrecht

2013

SA j. hum. resour. manag.

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Orientation: Value-based leadership practices play a critical role in teamwork in high-performance organisations. Research purpose: The aim of the study was to empirically validate a theoretical model explicating the structural relationships between servant leadership, affective team commitment and team effectiveness. Motivation for the study: The increased eliance on teams for production calls for an analysis of the role of follower-focused leadership practices in enhancing eam effectiveness.Research design, approach and method: A non-probabilityand multicultural sample consisting of 202 primary and secondary school teachers was drawn from 32 chools in the Western Cape Province of South Africa.Main findings: High levels of reliability were found and uni-dimensionality of the subscales was demonstrated through exploratory factor analyses. Good fit with the data was found for the measurement models through confirmatory factor analyses. Structural equation modelling showed a reasonable fit for the structural model. Positive relationships were found amongst servant leadership, team effectiveness and affective team commitment. Standard multiple regression analysis showed that affective team commitment moderated the relationship between servant leadership and team effectiveness.Practical/managerial implications: The findings emphasise the central role played by servant leadership and affective team commitment in team performance. Servant leadership fosters team effectiveness if employees feel committed to their work team.Contribution/value-add: The servant leadership style alone may not be a sufficient condition for team effectiveness; other variables, such as affective team commitment, also play a role. The study suggested specific variables that may also combine with leadership to positively influence team effectiveness.

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Section: Introductionmentioning

confidence: 99%

The relationship between servant leadership, affective team commitment and team effectiveness

Mahembe

Engelbrecht

2013

SA j. hum. resour. manag.

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“…It has been reported that cohesiveness and collaboration in a servant-led organization increases pro-social and altruistic behaviour among followers that improves organizational performance (Ebener & O'Connell, 2010;Ehrhart, 2004;Hu & Liden, 2011;Walumbwa et al, 2010) and overall team effectiveness (Mayer et al, 2008;Mc Cuddy & Cavin, 2008;Taylor et al, 2007).…”

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confidence: 99%

Healing a Broken Spirit: Role of Servant Leadership

Jit¹,

Sharma

Kawatra³

2017

Vikalpa: The Journal for Decision Makers

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Executive SummaryA number of empirical studies have suggested that servant leadership can enhance the well-being/emotional health of its followers by creating a positive work climate ( Black, 2010 ; Jaramillo et al., 2009 a; Neubert et al., 2008 ). The followers’ sense of well-being, in turn, has been found to be related to greater organizational commitment ( Cerit, 2010 ; Hale & Fields, 2007 ; Hamilton & Bean, 2005 ; Han, Kakabadse, & Kakabadse, 2010; Pekerti & Sendjaya, 2010 ). Greater the organizational commitment, higher is the employee job satisfaction ( Cerit, 2009 ; Chung, Jung, Kyle, & Petrick, 2010 ; Jenkins & Stewart, 2010 ; Mayer, Bardes, & Piccolo, 2008 ) and lower is the employee turnover ( Babakus, Yavas, & Ashill, 2011 ; Jaramillo, Grisaffe, Chonko, & Roberts, 2009 b).A servant leader—with reported behaviour characteristics such as empathy, compassion, and altruistic calling and healing—builds not only a mentally and emotionally healthy workforce but also inculcates a sense of cohesiveness, collaboration, and sustainable relationships among the followers by understanding and addressing their feelings and emotions. It has been reported that cohesiveness and collaboration in a servant-led organization increases pro-social and altruistic behaviour among followers that improves organizational performance ( Ebener & O’Connell, 2010 ; Ehrhart, 2004 ; Hu & Liden, 2011 ; Walumbwa, Hartnell, & Oke, 2010 ) and overall team effectiveness ( Mayer et al., 2008 ; McCuddy & Cavin, 2008 ; Taylor et al., 2007 ).The significance of understanding and addressing the feelings and emotions of followers and ensuring their well-being becomes evident from the above findings. The aim of this qualitative study is to comprehend how servant leaders understand, empathize with, and address the emotional turmoil of their employees.Orientation for emotional healing is reported to be a unique characteristic of servant leaders. But there is negligible empirical research to understand the way servant leaders alleviate the suffering of their employees. The present study fills this gap.Qualitative methods and techniques from different qualitative methodologies were used for data collection and analysis. We conducted 15 semi-structured interviews with leaders in corporate, education, and government sectors to capture personal accounts about their experiences, reflections, and analysis of their approach to emotional healing.Our results suggest that servant leaders—with their orientation for empathy, compassion, healing, altruistic calling, and listening—adopt a compassionate approach to manage employees’ emotional turmoil. All three parts of the process of compassion, described by Clark (1997) and Kanov et al. (2004) are clearly visible in the narratives of our respondents. The servant leaders, with characteristics of empathy and compassion, are oriented towards the followers’ suffering. This leads to empathic concern and compassion that trigger in them an urge to take action to relieve the followers’ suffering. This action, also termed as compassionate responding, manifests itself in a three-step behaviour: (1) patient listening and discussion; (2) empathetic handling that includes comforting and calming as well as guiding and counselling the suffering employee; and (3) taking personal responsibility and providing support (emotional, social, financial, and administrative).Insight from this study will guide the working managers to understand and practice the process of alleviating the emotional turmoil of employees such that a culture of compassion and benevolence will emerge and sustain for the long-term health and growth of the organization.

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“…Helvacı (2010) tarafından yapılan ilköğretim okul yöneticilerinin etik liderlik davranışlarını gösterme düzeyleri ile ilgili araştırmada okul yöneticilerinin iyi bir dinleyici olarak etik liderlik davranışı sergileyebileceği vurgulanmıştır. Ayrıca Taylor (2002) tarafından yapılan araştırmada ise etkili bir hizmetkâr lider olabilmek için liderin etkili bir dinleyici olması ve izleyicilerinin onları anladığını ve onlarla ilgilendiğini hissettirmesine bağlı olduğunu ifade etmiştir. Okul yöneticileri çevresindekileri dinleyerek onları önemsediğini göstermesi örgütsel amaçla-rın gerçekleşmesi açısından son derece önemli olduğu söylenebilir.…”

Section: İlkokul Yöneticilerinin Sâhip Olması Gereken Hizmetkâr Liderunclassified

İlkokul Yöneticilerinin Sâhip Olması Gereken Hizmetkâr Liderlik Özelliklerine İlişkin Öğretmen Görüşleri

Temiz¹,

Özkan²

2017

kalem

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ÖzBu araştırmanın amacı, öğretmenlerin görüşlerine göre ilkokul yöneticilerinin sâhip olması gereken hizmetkâr liderlik özelliklerini belirlemektir. Araştırma nitel araş-tırma yaklaşımıyla desenlenmiştir. Araştırılan değişkenin doğasına uygunluğu nedeniyle, araştırmada olgu bilim deseni kullanılmıştır. Araştırmacılar tarafından hazır-lanan altı açık uçlu soru ve bu sorulara bağlı alt sorulardan oluşan yarı yapılandırılmış görüşme formu veri toplama aracı olarak kullanılmıştır. Amaçlı örnekleme yöntem-lerinden kartopu örnekleme yöntemi ile katılımcılar belirlenmiştir. Bu bağlamda, 2015-2016 eğitim öğretim yılında Şanlıurfa ili merkez ilçelerdeki ilkokullarda çeşitli projelerde görev almış 10 öğretmenle görüşmeler gerçekleştirilmiştir. Katılımcılara okul müdürlerinin hizmetkâr liderlik özelliklerini belirlemeye yönelik 5 boyutla

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Examination of leadership practices of principals identified as servant leaders

Cited by 97 publications

References 6 publications

The relationship between servant leadership, affective team commitment and team effectiveness

The relationship between servant leadership, affective team commitment and team effectiveness

Healing a Broken Spirit: Role of Servant Leadership

İlkokul Yöneticilerinin Sâhip Olması Gereken Hizmetkâr Liderlik Özelliklerine İlişkin Öğretmen Görüşleri

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