Servant Versus Authentic Leadership

Qian, Ling; Fang, Liu; Wu, Xiaoyi

doi:10.1177/1938965516641515

Cited by 142 publications

(48 citation statements)

References 99 publications

(180 reference statements)

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“…Approaching personnel with self-awareness, the balanced processing of information, relational transparency, and an internalized moral perspective translates into positive employee work attitudes such as higher innovative behaviour, taking more personal initiative and exhibiting higher work engagement. This study adds to previous research demonstrating that authentic leadership positively impacts well-being and the positive work attitudes of employees, which in turn affects performance [93] and effectiveness [94]. Consequently, one of the management strategies could be to emphasize building sincere relations with employees based on open communication so that supervisors are perceived as more authentic.…”

Section: Discussionmentioning

confidence: 72%

Authentic Leadership and Employees’ Innovative Behaviour: A Multilevel Investigation in Three Countries

Łaguna

Wałachowska

Gorgievski

et al. 2019

IJERPH

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The innovativeness of individual employees is a vital source of competitive advantage of firms, contributing to societal development. Therefore, the aim of this multilevel study was to examine how entrepreneurial firm owners’ authentic leadership relates to their employees’ innovative behaviour. Our conceptual model postulates that the relationship between business owners’ authentic leadership (as perceived by their employees) and their employees’ innovative behaviour is mediated by employees’ personal initiative and their work engagement. Hypotheses derived from this model were tested on data collected from 711 employees working in 85 small firms from three European countries: the Netherlands, Poland, and Spain. The results of the multilevel modelling confirmed our model, showing that when business owners are perceived as more authentic leaders, their employees show higher personal initiative and are more engaged at work and, in turn, identify more innovative solutions to be implemented in the organization. A cross-national difference was observed: employees from Spain (in comparison to Dutch and Polish employees) reported engaging less frequently in innovative behaviour. These research findings suggest that the innovative behaviour of employees can be boosted through leadership training, improving the quality of relationships between leaders and subordinates, and strengthening employees’ personal initiative and work engagement.

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Section: Discussionmentioning

confidence: 72%

Authentic Leadership and Employees’ Innovative Behaviour: A Multilevel Investigation in Three Countries

Łaguna

Wałachowska

Gorgievski

et al. 2019

IJERPH

View full text Add to dashboard Cite

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“…The mediating effect of culture and climate is further supported by scholars who observed a direct relationship between SL and (trust) climate (e.g. Ling et al, 2017;Smith et al, 2004), or at least a moderating effect of climate (Ling et al, 2016).…”

Section: Servant Leadership's Outcomesmentioning

confidence: 76%

“…The literature implies that increased trust leads to higher performance. Either via the indirect path of an enhanced climate of trust (Ling et al, 2017) or on an individual level, for example, a higher commitment (Miao et al, 2014: 727).…”

Section: Resultsmentioning

confidence: 99%

Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes

Langhof¹,

Güldenberg

2019

German Journal of Human Resource Management: Zeitschrift für Pe

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The purpose of this article is multi-layered. First, we focus on gaining a comprehensive insight into a research area which just recently received more recognition in management literature: servant leadership. Second, we identify antecedent and outcomes of servant leadership within the existing research body. Third, we synthesize and develop a comprehensive servant leadership model. It assists academics and practitioners in keeping pace with the increasing servant leadership literature. The systematic literature review provides explanations as to why managers practice servant leadership. The study also contributes to a better understanding of the outcomes of servant leadership and brings clarity to a discombobulated group of studies.

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“…It was common for papers to combine antecedents and consequences with mediators and moderators of AL (Hsieh and Wang ; Ling et al . ; Malik and Dhar ; Valsania et al . ) or characteristics and components (Gatling et al .…”

Section: Descriptive Analytics – Mapping the Fieldmentioning

confidence: 99%

Authentic Leadership: Getting Back to the Roots of the ‘Root Construct’?

Iszatt‐White

Kempster

2018

Int J Management Reviews

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In their 2011 review paper, Gardner et al. (Authentic Leadership: a review of the literature and research agenda. Leadership Quarterly, 22, pp. 1120-1145) concluded that the authentic leadership (AL) construct was still in the first stage of evolution, that of concept introduction and evaluation. At that time, the field was characterized by two types of contribution: conceptual expositions and largely quantitative research seeking to map out its antecedents and consequences, moderators and mediators. The current review aims to: (1) critically evaluate the development of the AL construct to the present time; and (2) taking this evaluation as a point of departure, propose the need for a radical re-grounding of understanding of AL aimed at countering what the authors believe to be the substantive flaws in both its philosophical underpinnings and empirical grounding. The authors propose that these shortcomings have arisen owing to the failure of existential and other critiques of the dominant (normative and functionalist) discourse of AL to gain traction, and owing to an absence of practicebased, qualitative research. As a strategic platform for the potential re-grounding and relaunch of AL, the authors propose a radical return to the existential and practice roots of authenticity as the basis for a broader understanding of 'authentic leadership' as a 'central organizing principle' in leadership studies. Despite the flaws identified in the AL construct, the authors suggest that the notion of authenticity may still have a valuable role to play in the study of leadership: that role, however, can only be determined through a thorough understanding of AL as a practice-based phenomenon.

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Servant Versus Authentic Leadership

Cited by 142 publications

References 99 publications

Authentic Leadership and Employees’ Innovative Behaviour: A Multilevel Investigation in Three Countries

Authentic Leadership and Employees’ Innovative Behaviour: A Multilevel Investigation in Three Countries

Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes

Authentic Leadership: Getting Back to the Roots of the ‘Root Construct’?

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