Scale Development and Construct Clarification of Servant Leadership
This article is a review of servant leadership literature and similar constructs. This article delves into the development of the operational definitions for servant leadership. Servant leadership seeks credibility because Greenleaf’s presentation of the concept is broad.
“It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. The difference manifests itself in the care taken by the servant-first to make sure that other people's highest priority needs are being served. The best test is: Do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? (p. 4)”
Despite several conceptual papers on the topic of servant leadership, there is no consensus construct for empirical research. The article summarizes previous literature by presenting researchers attempts at defining Servant Leadership. This article presents an integrative framework and an operational definition. However, the researchers then present their primary research which is not appropriate for Wikipedia standards.
Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation
This article presents research regarding Servant leadership. This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. However, this information is not allowed on wikipedia because it is primary. Secondary information appropriate for wikipedia is as follows. Hale and Fields (2007) defined servant leadership as “an understanding and practice of leadership that places the good of those led over the self-interest of the leader, emphasizing leader behaviors that focus on follower development, and de-emphasizing glorification of the leader” (p. 397). Servant leadership represents a model of leadership that is both inspirational and contains moral safeguards (Graham, 1991; Greenleaf, 1977). Spears (2004) delineated 10 characteristics common among servant leaders: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, steward- ship, growth, and building community. Intuitively, servant leadership overlaps with other idealized notions of leadership (e.g., charismatic/transformational, ethical, authentic, and spiritual lead- ership) by exhibiting the following behaviors: role modeling, in- spirational communication, and altruism (Brown & Trevin ̃o, 2006).
Ehrhart (2004) reported that servant leadership significantly predicted an additional 5% of the variance in employee commitment, 7% of the variance in satisfaction with supervisor, 4% of the variance in perceived supervisor support, and 8% of the variance in procedural justice above and beyond that of both leader-member exchange and transformational leadership. Similarly, Liden et al. (2008) reported that servant leadership behavior explained variance in citizenship behavior and in-role performance beyond that predicted by leader-member exchange and transformational leader- ship. The evidence regarding the incremental validity of servant leadership in explaining variance in employee attitudes and behav- iors beyond leader-member exchange and transformational lead- ership is important given how strongly leader-member exchange and transformational leadership behaviors are associated with pos- itive employee attitudes and behaviors (Ilies et al., 2007; Judge & Piccolo, 2004).
Scale Development and Construct Clarification of Servant Leadership
This article is a review of servant leadership literature and similar constructs. This article delves into the development of the operational definitions for servant leadership. Servant leadership seeks credibility because Greenleaf’s presentation of the concept is broad.
“It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. The difference manifests itself in the care taken by the servant-first to make sure that other people's highest priority needs are being served. The best test is: Do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? (p. 4)”
Despite several conceptual papers on the topic of servant leadership, there is no consensus construct for empirical research. The article summarizes previous literature by presenting researchers attempts at defining Servant Leadership. This article presents an integrative framework and an operational definition. However, the researchers then present their primary research which is not appropriate for Wikipedia standards.
Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation
This article presents research regarding Servant leadership. This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. However, this information is not allowed on wikipedia because it is primary. Secondary information appropriate for wikipedia is as follows. Hale and Fields (2007) defined servant leadership as “an understanding and practice of leadership that places the good of those led over the self-interest of the leader, emphasizing leader behaviors that focus on follower development, and de-emphasizing glorification of the leader” (p. 397). Servant leadership represents a model of leadership that is both inspirational and contains moral safeguards (Graham, 1991; Greenleaf, 1977). Spears (2004) delineated 10 characteristics common among servant leaders: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, steward- ship, growth, and building community. Intuitively, servant leadership overlaps with other idealized notions of leadership (e.g., charismatic/transformational, ethical, authentic, and spiritual lead- ership) by exhibiting the following behaviors: role modeling, in- spirational communication, and altruism (Brown & Trevin ̃o, 2006).
Ehrhart (2004) reported that servant leadership significantly predicted an additional 5% of the variance in employee commitment, 7% of the variance in satisfaction with supervisor, 4% of the variance in perceived supervisor support, and 8% of the variance in procedural justice above and beyond that of both leader-member exchange and transformational leadership. Similarly, Liden et al. (2008) reported that servant leadership behavior explained variance in citizenship behavior and in-role performance beyond that predicted by leader-member exchange and transformational leader- ship. The evidence regarding the incremental validity of servant leadership in explaining variance in employee attitudes and behav- iors beyond leader-member exchange and transformational lead- ership is important given how strongly leader-member exchange and transformational leadership behaviors are associated with pos- itive employee attitudes and behaviors (Ilies et al., 2007; Judge & Piccolo, 2004).