Servant Leadership: An Effective Leadership Style for the Twenty-First Century

Peiris, I.; Ulluwishewa, Rohana

doi:10.1007/978-3-030-69802-7_83-1

Cited by 6 publications

(8 citation statements)

References 59 publications

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“…Second, we theorized cultural‐free relationships among transformational and servant leadership, leader stereotypicality, and customer satisfaction. We did so because theories of transformational and servant leadership have been presented as universal theories (Antonakis & House, 2002; Spears & Lawrence, 2002). Nonetheless, we tested our hypotheses in only one culture.…”

Section: Discussionmentioning

confidence: 99%

Servant leadership, transformational leadership, and customer satisfaction: An implicit leadership theories perspective

Shi

Zhou

2022

Business Ethics Env & Resp

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Drawing on implicit leadership theory (ILT) research, we develop and test a model that explains why integrating transformational leadership and servant leadership may achieve enhanced leader effectiveness. Using a sample of 237 hairstylists and 474 of their customers representing 31 salons, we confirm the augmentation effects of transformational leadership and servant leadership on followers' perceptions of leader stereotypicality (i.e., the extent to which a leader matches followers' implicit theories of leaders) and on customer satisfaction. However, we do not find the hypothesized interaction effect of transformational and servant leadership. Implications are discussed and directions for future research are suggested.

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Section: Discussionmentioning

confidence: 99%

Servant leadership, transformational leadership, and customer satisfaction: An implicit leadership theories perspective

Shi

Zhou

2022

Business Ethics Env & Resp

View full text Add to dashboard Cite

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“…Lemoine et al, 2019;Walumbwa et al, 2010). Furthermore, Spears and Lawrence (2002) identified ten characteristics based on Greenleaf's pioneering work that are central to the development of servant leadership. It is critical to mention that empathy is one of the core features associated with the conceptualization of servant leadership.…”

Section: Sense Of Empathy As a Servant Approachmentioning

confidence: 99%

“…According to Spears and Lawrence (2002), the sense of empathy is defined as standing in the shoes of another person and attempting to see the world from that person's point of view. To deliver the sense of empathy, servant leaders demonstrate that they truly understand what followers are thinking and feeling.…”

Section: Sense Of Empathy As a Servant Approachmentioning

confidence: 99%

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The integrated role of adaptive leadership, sense of empathy and communication transparency: trust building in corporate communication during the pandemic

Meng,

Pan,

Cacciatore

et al. 2024

CCIJ

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PurposeThe COVID-19 pandemic has generated a significant impact on several aspects of public relations practice. By adopting the theoretical framework of adaptive leadership, this research is designed to explore how an organization’s top leadership can support related adaptive action in strategic communication. Particularly, we hope to explore whether the application of adaptive leadership could facilitate a higher level of communication transparency as well as deliver a sense of caring and empathy in COVID-19 communication.Design/methodology/approachAn international online survey was designed and conducted for this study. The first sample consists of 776 full-time communication professionals in the United States of America with 435 women (56.1%) and 341 men (43.9%). The second sample consists of 268 full-time communication professionals in Canada, with 110 women (41.0%) and 158 men (59.0%). The two samples were merged into the final sample of 1,044 for the data analysis.FindingsResults confirmed that the perceived impact of the COVID-19 pandemic increased communication professionals’ challenges in building trust. It also drives adaptive changes in their coping actions in strategic communication. More importantly, the top leadership within the organization played a key role in this adaptive leadership environment by demonstrating commitment to transparency in COVID-19 communication and delivering a sense of empathy during the pandemic.Originality/valueThis study contributes to our understanding of strategic communication in times of crisis, such as the COVID-19 global pandemic, by focusing on the adaptive nature of communication leadership. More importantly, our study confirms the important roles of two leadership attributes (i.e. the sense of empathy and the commitment to communication transparency) in supporting adaptive leadership, which eventually influences trust building.

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“…Servant leadership is a phenomenon that involves all members of a group in a thorough interaction with the leader and team members, where each member is treated equally by the leader [11]. The positive effect of servant leadership on performance is created through mechanisms of social exchange and learning, where it grows in concern and proactive awareness among organizations and stakeholders [2,12].…”

Section: Theoretical Background and Research Aimmentioning

confidence: 99%

What makes servant leadership effective for female employees? Servant leadership application during the COVID-19 pandemic

Fakhri,

Raharja,

Purnomo

et al. 2024

ijirss

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This study delves into the intricate dynamics of servant leadership and its profound impact on sustaining employee motivation amidst the unprecedented challenges posed by the COVID-19 pandemic. It sets out to meticulously examine and discern the pivotal factors that underpin the remarkable efficacy of servant leadership practices, particularly centered around female employees in an Indonesian setting, with a deliberate emphasis on women leaders. The research aims to understand the effectiveness of servant leadership among female employees in Indonesia, with a specific focus on women in leadership roles. The study includes a comprehensive sample of 310 respondents and utilizes confirmatory factor analysis within the Structural Equation Modeling-Partial Least Squares framework to determine the key factors influencing servant leadership effectiveness. The findings of the study suggest that one of the most influential factors in driving the effectiveness of servant leadership is helping subordinates grow and succeed. On the other hand, emotional healing has the least influential impact on enhancing servant leadership practices compared to other dimensions. The study's findings provide valuable insights for organizations, especially in navigating the difficulties presented by the COVID-19 pandemic. Understanding the importance of fostering employees' personal growth and success, as well as acknowledging the limited impact of emotional healing, can inform leadership approaches to sustain workforce motivation during times of uncertainty. These results highlight the significance of cultivating employees' development within a framework of servant leadership, ultimately leading to a more resilient and motivated workforce, with particular relevance for female employees.

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Servant Leadership: An Effective Leadership Style for the Twenty-First Century

Cited by 6 publications

References 59 publications

Servant leadership, transformational leadership, and customer satisfaction: An implicit leadership theories perspective

Servant leadership, transformational leadership, and customer satisfaction: An implicit leadership theories perspective

The integrated role of adaptive leadership, sense of empathy and communication transparency: trust building in corporate communication during the pandemic

What makes servant leadership effective for female employees? Servant leadership application during the COVID-19 pandemic

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