Servant Leadership in the Last Decade : A Systematic Review

Abstract

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.

Developing a relational playbook for cardiology teams to cultivate supportive learning environments, enhance clinician well‐being, and veteran care

“…In Chapter 3 of the Playbook, managers are provided guidance on the wellness‐centered leadership model proposed by Shanafelt et al, 17 which can guide leaders to cultivate relationships and inspire change within teams (Figure 3). What makes servant leadership an appealing approach for healthcare managers is the promise it holds to grow people, to develop team spirit and organizational unity, and to shift the purpose of leadership from the quest for power and authority to the understanding and fulfilling of the needs of those they serve 18 . The VA is creating a culture of servant leadership by offering assessment tools, trainings, and resources to support the delivery of Veteran‐centered care by engaged and collaborative teams.…”

“…What makes servant leadership an appealing approach for healthcare managers is the promise it holds to grow people, to develop team spirit and organizational unity, and to shift the purpose of leadership from the quest for power and authority to the understanding and fulfilling of the needs of those they serve. 18 The VA is creating a culture of servant leadership by offering assessment tools, trainings, and resources to support the delivery of Veteran-centered care by engaged and collaborative teams. of the Playbook, teams are instructed on the golden rules of communication, and active listening skills 21 (Figure 3).…”

Business Cluster and Entrepreneurship Growth in Nigeria: A Systematic Review.

“…The SQAT enable researchers to apply a filtering process in the selection process of peer-reviewed journals publication to maintain a high standard of articles. The technique provides easy analysis, usage and easily replicated systematic review which is a very important component of research of this nature (Zubairu, 2019).…”

Insights in Leadership in Education: 2022

“…The results show that 21st-century leadership is servant leadership because it is the main determinant of organizational success (Claar et al, 2014;Rao et al, 2019) and positively influences organizational functioning (Hashim et al, 2019;Lee et al, 2020). Servant leadership is perceived as an important organizational variable that has a significant impact on follower behavior (Al-Asadi, 2019), and inspires followers in helping achieve organizational goals (Liden et al, 2008;Senjaya and Pekerti, 2010;Mustapha, 2019). The servant leadership style differs from other value-based styles in giving priority to developing and empowering followers (Choudhary et al, 2013;Brown and Bryant, 2015).…”