Servant leadership: a preferred style of school leadership in Singapore

Zhang, Yenming; Lin, Tzu-Bin; Foo, Suan Fong

doi:10.1108/17506141211236794

Cited by 28 publications

(26 citation statements)

References 13 publications

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“…The next set of studies in this third theme investigated the presence of SL in educational institutions in different countries with mixed results. Zhang et al (2012) found that SL was the preferred leadership style among school leaders in Singapore, while Harris et al (2017) found that it was the preferred leadership style among school counsellors in the United States of America. On the other hand, Stoten (2013) found that SL was not prevalent among colleges in the United Kingdom.…”

Section: Sl Themesmentioning

confidence: 99%

Servant Leadership in the Last Decade : A Systematic Review

Zubairu¹

2020

JCRL

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As the world grapples with the effects of the Corona Virus pandemic, the importance of leadership at all levels of an organization has been brought into the sharp focus. Servant leadership is a philosophy that advocates that the primary focus of leaders is to serve their followers, and such a philosophy in theory could be important during these troubling times. Using the Systematic Quantitative Assessment Technique, this study conducted a systematic review of 179 servant leadership (SL) articles published over the last decade (2010-2019) to provide insight as to the efficacy of this leadership style in inspiring followers to give their best efforts. Besides this primary objective, this review also sought to understand the time distribution, geographic distribution, types and data collection methods of these SL articles. Review of empirical evidence revealed that SL was very effective in inspiring followers to go above and beyond in helping to achieve an organization's objectives. The review also revealed that over the last decade, interest in SL has grown from year to year, with most of the research in Asia and North America. Furthermore, most SL research has been empirical in nature, with surveys being the favoured means of data collection. There has been a dearth of qualitative studies in extant SL scholarship, and this represents a significant gap which future researchers should endeavour to address.

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Section: Sl Themesmentioning

confidence: 99%

Servant Leadership in the Last Decade : A Systematic Review

Zubairu¹

2020

JCRL

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“…Studying OC and other antecedents to servant leadership is suggested since research shows that servant leadership is more predominant and effective in the Southeast Asian culture (Zhang, Lin, & Fong Foo, 2012). This is traced to the study done by Zhang et al (2012) who had revealed that Singaporeans tend to draw leaders to the back of the group, unlike their US counterparts who tend to draw them to the front of the group. This practice of the Singaporeans suggests a prototype leader who gathers the group's opinions and then unifies them from the back.…”

Section: Conclusion Implications and Suggestions For Future Researchmentioning

confidence: 99%

Organisational Culture in Public Universities: Empirical Evidence

Issa¹

2019

AJBA

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Manuscript type: Research paper Research aims: This study aims to investigate organisational culture (OC) of public universities from the perspective of academic leadership. It examines the impact of organisational culture on transformational leadership. Design/Methodology/Approach: The Organisational Culture Assessment Instrument (OCAI) and The Multifactor Leadership Questionnaire (MLQ5x) are used as proxies for the variables tested. Data are collected from academic leaders attached to 18 public universities in Malaysia. Analysis is done using structural equation modelling (SEM). Research findings: The results suggest that academic leaders view the clan culture as the dominant workplace culture type. The clan culture is also the most prominent across the OC dimensions except for the dominant characteristics dimension, where the market culture is more distinct. The results also reveal that the effect of organisational culture on transformational leadership is significant. Theoretical contributions: This study fills the void in literature by showing how organisational culture is impacting transformational leadership within the education setting of developing countries. Since it is likely that different kinds of leadership behaviours are associated with different organisational cultures, it is also likely that the same may affect the Malaysian educational setting.

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“…He clarified that servant leaders are instrumental in grooming their followers to become wiser, healthier, and more autonomous, and thus become servant leaders themselves. Zhang, Lin, & Foo (2012) found that the servant leadership behaviour that held the top rank was the servant leaders' nature of providing opportunities for followers to learn. Such a behaviour would lead to an individual's professional development in the organisation.…”

Section: Characteristics Of a Servant Leadermentioning

confidence: 99%

Servant Leadership and Commitment: Role of Transformational Leadership

Muthia¹,

Krishnan²

2015

IJL

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Leadership styles have been found to impact followers affective and normative commitment. The purpose of this study is to analyze the mediating and moderating role of transformational leadership in the relationship between servant leadership and followers affective and normative commitment. Data were collected from 105 employees (49 male, 56 female) of various IT firms located in India. The respondents were asked to rate their supervisors servant leadership and transformational leadership, and their own affective and normative commitment. Results show that transformational leadership fully mediated the relationship between servant leadership and followers affective and normative commitment. We also found that servant leadership enhances followers affective and normative commitment only when transformational leadership is low. A practical implication of the study is that displaying characteristics of servant leadership would be a good start for any leader-follower relationship and for making it more transformational. Once the leader is seen as highly transformational, servant leadership may not enhance followers affective and normative commitment after that. This study adds to the existing literature by checking for both moderation and mediation by transformational leadership in the relationship between servant leadership and followers affective and normative commitment.

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Servant leadership: a preferred style of school leadership in Singapore

Cited by 28 publications

References 13 publications

Servant Leadership in the Last Decade : A Systematic Review

Servant Leadership in the Last Decade : A Systematic Review

Organisational Culture in Public Universities: Empirical Evidence

Servant Leadership and Commitment: Role of Transformational Leadership

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