Servant Leadership and Love

Patterson, Kathleen

doi:10.1057/9780230299184_6

Cited by 83 publications

(115 citation statements)

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“…In another conceptual study, servant leadership was conceptualized in a different model as character, relationship, leadership task, leadership process, leadership role model (Page and Wong, 2000: 4). Patterson's (2003: 2) servant leadership model consists of seven virtuous structures: (a) agapao love, (b) humility, (c) altruism, (d) vision, (e) trust, (f) empowerment, and (g) service. Dennis and Bocernea (2005: 610-611) developed an assessment and evaluation instrument based on Patterson's servant leadership model, in which the servant leadership was described by a five-factor structure as such: empowerment, humility, love, trust and vision.…”

mentioning

confidence: 99%

The Effects of Secondary School Administrators' Servant Leadership Behaviors on Teachers' Organizational Commitment

Türkmen¹,

Gül

2017

JETS

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The purpose of this research is to examine the effects of secondary school administrators' servant leadership behavior on teachers' organizational commitment. This research was designed based on the relational screening model. The population of the study consists of 753 secondary school teachers. 438 teachers from the total population participated in the study. In the analysis of the data, descriptive statistics such as percent, frequency, arithmetic mean, standard deviation and other statistical techniques such as ANOVA, t-test, and regression analysis were used. According to the research findings, school administrators have some modest and responsible managerial, empowerment and forgiveness behaviors. Teachers' level of adaptation of organizational commitment is moderate and is found to be at a high level in the sub-dimension of identification and internalization. Teachers' views on organizational commitment do not differ according to gender, marital status or seniority. Teachers' views of school administrators on servant leadership behaviors do not differ according to their marital status but differ according to their gender and seniority.

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The Effects of Secondary School Administrators' Servant Leadership Behaviors on Teachers' Organizational Commitment

Türkmen¹,

Gül

2017

JETS

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“…Tying into this understanding of servant leaders as positive guiding forces is research that confirms servant leadership's inclination towards being altruistic stewards who display empathy, wisdom, and logic that support continual progress (Barbuto & Wheeler, 2006). These attributes are second nature to the servant leader whose spiritual life is centered on loving others through supportive measures (Patterson, 2010). In sum, servant leadership is an organic exchange between leader and group, where those being led openly choose to follow a leader based on the values he or she espouses (Fryar, 2001).…”

Section: Spiritual Affirmational and Ethically-inclined Leadershipmentioning

confidence: 99%

“…Faith-based servant leadership practitioner and situational leadership originator Ken contributed a more transcendent outlook, saying that "servant leadership starts with a vision and ends with a servant heart that helps people live according to that vision" (Blanchard & Hodges, 2003, p.122). For researchers like Patterson (2010), qualities such as love best define servant leadership as this specific act drives the leader to be a guiding force for good. Despite the individual categorizations of Greenleaf's servant leadership, there is an ethical element that is inherent in each account, pointing leaders to their main calling -to assist and care for those around them .…”

Section: Leadership Itself In the Care Taken By The Servant-first To mentioning

confidence: 99%

Untitled

2017

JVBL

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As we turn our focus to becoming a socially responsible university, the Valpo MBA program is now offering a Certificate in Sustainability. After completing a bachelor's degree, or while enrolled in a Valpo master's program, a student may choose to take four additional courses -twelve (12) additional credits -and receive the graduate Certificate in Sustainability. The four additional courses include:• MBA 702 Managing Sustainability -3 credits • MBA 703 Forces Affecting Sustainability -3 credits • MBA 704 Case Studies in Sustainability -3 credits • MBA 705 Fieldwork in Sustainability -3 credits WHAT IS SUSTAINABILITY?Sustainability is a vital answer to existence on this planet, but also to the existence of our economy. As we look for better answers to energy issues, the end of landfills, and clean air and water for future generations, we need the business model of efficiency and return on investment to be sure we are taking the best paths to improve the future. JOURNAL OF VALUES-BASED LEADERSHIP* JVBL Mission StatementThe mission of the JVBL is to promote ethical and moral leadership and behavior by serving as a forum for ideas and the sharing of "best practices." It serves as a resource for business and institutional leaders, educators, and students concerned about valuesbased leadership. The JVBL defines values-based leadership to include topics involving ethics in leadership, moral considerations in business decision-making, stewardship of our natural environment, and spirituality as a source of motivation. The JVBL strives to publish articles that are intellectually rigorous yet of practical use to leaders, teachers, and entrepreneurs. In this way, the JVBL serves as a high quality, international journal focused on converging the practical, theoretical, and applicable ideas and experiences of scholars and practitioners. The JVBL provides leaders with a tool of ongoing self-critique and development, teachers with a resource of pedagogical support in instructing valuesbased leadership to their students, and entrepreneurs with examples of conscientious decision-making to be emulated within their own business environs. Submission Guidelines for the JVBLThe JVBL invites you to submit manuscripts for review and possible publication. The JVBL is dedicated to supporting people who seek to create more ethically-and sociallyresponsive organizations through leadership and education. The Journal publishes articles that provide knowledge that is intellectually well-developed and useful in practice. The JVBL is a peer-reviewed journal available in both electronic and print fora (fully digital with print-on-demand options). The readership includes business leaders, government representatives, academics, and students interested in the study and analysis of critical issues affecting the practice of values-based leadership. The JVBL is dedicated to publishing articles related to:1. Leading with integrity, credibility, and morality; 2. Creating ethical, values-based organizations; 3. Balancing the concerns of stakeholders, co...

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“…Tying into this understanding of servant leaders as positive guiding forces is research that confirms servant leadership's inclination towards being altruistic stewards who display empathy, wisdom, and logic that support continual progress . These attributes are second nature to the servant leader whose spiritual life is centered on loving others through supportive measures (Patterson, 2010). In sum, servant leadership is an organic exchange between leader and group, where those being led openly choose to follow a leader based on the values he or she espouses (Fryar, 2001).…”

Section: Spiritual Affirmational and Ethically-inclined Leadershipmentioning

confidence: 99%

“…Faith-based servant leadership practitioner and situational leadership originator Ken Blanchard (2003) contributed a more transcendent outlook, saying that "servant leadership starts with a vision and ends with a servant heart that helps people live according to that vision" (Blanchard & Hodges, 2003, p.122). For researchers like Patterson (2010), qualities such as love best define servant leadership as this specific act drives the leader to be a guiding force for good. Despite the individual categorizations of Greenleaf's servant leadership, there is an ethical element that is inherent in each account, pointing leaders to their main calling -to assist and care for those around them (Peck, 1995).…”

Section: Processing Greenleaf's Servant Leadershipmentioning

confidence: 99%

Discerning the Servant’s Path: Applying Pre-Committal Questioning to Greenleaf’s Servant Leadership

Davis¹

2017

JVBL

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Servant Leadership and Love

Cited by 83 publications

References 0 publications

The Effects of Secondary School Administrators' Servant Leadership Behaviors on Teachers' Organizational Commitment

The Effects of Secondary School Administrators' Servant Leadership Behaviors on Teachers' Organizational Commitment

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Discerning the Servant’s Path: Applying Pre-Committal Questioning to Greenleaf’s Servant Leadership

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