Servant leadership: Validation of a short form of the SL-28

Liden, Robert C.; Wayne, Sandy J.; Meuser, Jeremy D.; Hu, Jia; Wu, Junfeng; Liao, Chenwei

doi:10.1016/j.leaqua.2014.12.002

Cited by 487 publications

(653 citation statements)

References 49 publications

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“…Additionally, the high reliability coefficients point toward the value of utilizing the instrument as a collective measure of servant leadership as well. Other valid and reliable measures of servant leadership exist (e.g., [9,11,[13][14][15][16]22]). The Purpose in Leadership Inventory has great potential when used in combination with other servant leadership measures due to its intentional emphasis on leader purposefulness as part of servant leadership, something only implicitly represented by other servant leadership approaches and measures.…”

Section: Discussion Of Study Findingsmentioning

confidence: 99%

“…Servant leadership instruments have been used to examine the effect of servant leadership on diverse dependent variables such as job satisfaction [11,[17][18][19][20], organizational citizenship behavior [21,22], team performance [23,24], and firm performance [25]. This growing body of empirical research demonstrates the value of servant leadership not only as a positive ideal, but also as an effective approach to leadership practice.…”

Section: Servant Leadershipmentioning

confidence: 99%

“…Albrecht writes: "Those who would aspire to leadership roles in this new environment must not underestimate the depth of this human need for meaning. It is a most fundamental human craving, an appetite that will not go away" [27] (p. 22).…”

Section: Leader Purposefulnessmentioning

confidence: 99%

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Leader Purposefulness within Servant Leadership: Examining the Effect of Servant Leadership, Leader Follower-Focus, Leader Goal-Orientation, and Leader Purposefulness in a Large U.S. Healthcare Organization

Irving

Berndt²

2017

Administrative Sciences

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Abstract:As the study of servant leadership expands beyond theoretical exploration, empirical research continues to validate the positive effect of servant leadership behaviors and attitudes on diverse follower and organizational measures. This study expands the conversation by engaging the theme of leader purposefulness within servant leadership studies. A sample of over 1700 employees from a large U.S. healthcare organization provided responses to five research instruments. Follower perspectives on servant leadership, leader follower-focus, leader goal-orientation, and leader purposefulness were assessed using the Purpose in Leadership Inventory and each of these independent variables were analyzed for hypothesized positive relationships with four dependent variables: follower job satisfaction, follower organizational commitment, follower person-organization fit, and follower perception of leadership effectiveness. Each of the 16 hypothesized relationships were supported at a statistically significant level (<0.001) with positive correlations ranging from 0.40 to 0.88. Regression analyses were conducted to provide predictive modeling and indicators of the relative importance of each independent variable on the related dependent variables.

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Section: Discussion Of Study Findingsmentioning

confidence: 99%

Section: Servant Leadershipmentioning

confidence: 99%

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Leader Purposefulness within Servant Leadership: Examining the Effect of Servant Leadership, Leader Follower-Focus, Leader Goal-Orientation, and Leader Purposefulness in a Large U.S. Healthcare Organization

Irving

Berndt²

2017

Administrative Sciences

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“…Servant leadership. We used seven items from Liden et al (2015) to measure servant leadership. It was a seven-point Likert-scale ranging from 1 (strongly disagree) to 7 (strongly agree).…”

Section: Methodsmentioning

confidence: 99%

Servant leadership and engagement: a dual mediation model

Bao

Zhao

2018

JMP

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Purpose -The purpose of this paper is to compare two mediating mechanisms of servant leadership's effect on followers' work engagement: the social exchange mechanism (represented by leader-member exchange (LMX)) and the social learning mechanism (represented by public service motivation in Study 1 and prosocial motivation in Study 2). Design/methodology/approach -In Study 1, the authors collected two-wave matched data from 216 public sector employees. In Study 2, the authors collected two-wave matched data from 178 private sector employees. The authors use hierarchical regression and bootstrapping to test the hypotheses. Findings -Servant leadership is positively related to follower's work engagement and this relationship is mediated by LMX, but not by public service motivation (Study 1) or prosocial motivation (Study 2). It suggests that servant leadership promotes followers' work engagement mostly through the social exchange mechanism.Research limitations/implications -The data were collected from Chinese employees, and future studies are necessary to verify the findings in other cultural contexts. Originality/value -This study sheds light on a more nuanced picture of the effect mechanisms of servant leadership.

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“…The results of this analysis are shown in Table 1. They indicate that the adapted measure is best represented by seven related facets describing different attributes of servant leadership (We also tested the factor structure of the seven-item short form [27], obtaining excellent psychometric properties. The detailed results can be requested from the first author of this study.)…”

Section: Methodsmentioning

confidence: 99%

Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance

Lacroix

Verdorfer

2017

Administrative Sciences

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This study tested the effect of servant leadership on followers' inclinations to strive for and, in contrast, to avoid leadership responsibility. Results from a study in the health care context, including two waves of data from 222 employees, revealed that servant leadership had a small but positive effect on followers' leadership avoidance. This effect was influenced by followers' implicit conception of an ideal leader. Specifically, servant leadership was found to reduce leadership avoidance when the congruence with the followers' ideal leader prototype was high. Furthermore, followers' core self-evaluations and affective motivation to lead mediated the relationship between servant leadership and reduced leadership avoidance. Implications of these patterns for theory and practice and avenues for future research are discussed.

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Servant leadership: Validation of a short form of the SL-28

Cited by 487 publications

References 49 publications

Leader Purposefulness within Servant Leadership: Examining the Effect of Servant Leadership, Leader Follower-Focus, Leader Goal-Orientation, and Leader Purposefulness in a Large U.S. Healthcare Organization

Leader Purposefulness within Servant Leadership: Examining the Effect of Servant Leadership, Leader Follower-Focus, Leader Goal-Orientation, and Leader Purposefulness in a Large U.S. Healthcare Organization

Servant leadership and engagement: a dual mediation model

Can Servant Leaders Fuel the Leadership Fire? The Relationship between Servant Leadership and Followers’ Leadership Avoidance

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