Servant Leadership

Laub's definition and expansion of Servant Leadership:

"Servant Leadership is an understanding and practice of leadership that places the good of those led over the self-interest of the leader" (Laub, 1999, p. 81). "Servant leadership promotes the valuing and development of people, the building of community, the practice of authenticity, the providing of leadership for the good of those led and the sharing of power and status for the common good of each individual, the total organization and those served by the organization" (Laub, p. 81).

Transformational VS Servant Leadership (Stone) Differences:

1) According to Stone, the difference is in leader focus; transformational leaders looks at organizational objectives while Servant Leaders looks at their followers needs. 2) Transformational leaders rely on charisma. 3) Servant Leaders focus and rely upon service.

6 common criticisms: Wong and Davey Criticisms of Servant Leadership

1. SL is too idealistic and naïve. Many people will take advantage of the servant leaders' kindness as weakness (Johnson, 2001). 2. It is too unrealistic and impractical. It would not work in many situations(Bowie, 2000). 3. It is too restrictive, because we need all sorts of leadership qualities, such as intuition, risk taking and courage. 4. It is too closely tied to Christian spirituality, and impossible for people to model after Christ without being redeemed and transformed by the Holy Spirit. 5. It is too hypocritical - too many claim to be servant leaders but behave more like dictators. 6. It is too foreign to my leadership style - I simply can't function as a leader if I adopt the Servant Leadership model.

4 Major findings of Parris and Peachey: A systemic review of Servant Leadership Theory in Organizational Contexts, Journal of Business Ethics (Parris, & Peachey)

4 Major Findings: 1) there is no consensus on the definition of servant leadership; 2) servant leadership theory is being investigated across a variety of contexts, cultures, and themes; 3) researchers are using multiple measures to explore servant leadership; and 4) servant leadership is a viable leadership theory that helps organizations and improves the well-being of followers.

Page and Wong's definition of a Servant Leader: A Conceptual Framework for Measuring Servant-Leadership. Page & Wong

A servant-leader may be defined as a leader whose primary purpose for leading is to serve others by investing in their development and well being for the benefit of accomplishing tasks and goals for the common good. Being just a service-oriented person, in the traditional notion of servanthood, does not qualify one as a servant leader.

The Bill Turner Video: 10 Characteristics of Servant Leadership (CB-CAB-FUMES)

CB-CAB-FUMES 1. common vision 2. brokenness 3. community 4. authenticity 5. being a cheerleader 6. foresight 7. unconditional love 8. meeting needs and removing obstacles 9. empowering others 10. self awareness

Laub's criticisms of Servant Leadership: Defining Servant Leadership: A Recommended Typology for Servant Leader Studies (Laub)

Describes the necessity for clear and concise definitions of: o Leadership o Management o and a "clear, measurable, standard definition" of Servant Leadership. Laub's paper is an effort to address this need of definition & research and to create a benchmark for future challenges and revisions related to the defining of terms.

Russell and Stone's 11 other characteristics of Servant Leadership: From: A Review of Servant Leader Attributes: Developing a Practical Model (Russell & Stone)

SPLICED CC TV • Stewardship • Persuasion • Listening • Influence • Communication • Encouragement • Delegation • Credibility • Competence • Teaching • Visibility

Servant Leadership: It's Origin, Development, & Application in Organizations (Sendjaya & Sorros)

Sendjaya and Sorros use Jesus as first practitioner of Servant Leadership. • Example of SL - Jesus washing disciples feet • Two premises 1) I serve because I am the leader (Act of altruism, compares to Jesus). 2) I am a leader because I serve (Selfish act, done for the appearance of service).

Serving the "Bottom of the Pyramid" - a Servant Leadership perspective (Gupta)

o BoP - $2 per day o Need a focus on servant leadership in order to serve bottom of pyramid o Hatton National Bank & Deutsche Bank do microloans to serve poor people develop

Journey to the East: (Hesse, Herman, 1932)

o Inspired Greenleaf to conceptualize Servant Leadership. o Leo, the leader of the League, is a true Servant-Leader.

Five Necessary Attitudes of A Servant Leader (Boone & Makhani)

1) Believing that vision isn't everything, but it is the beginning of everything. 2) Listening is hard work requiring a major investment of personal time and effort - and it is worth every ounce of energy expended. 3) My job involves being a talent scout and committing to my staff's success. 4) It is good to give away my power. 5) I am a community builder & Servant Leadership improves "corporate citizenship/organizational citizenship behavior (OCB)".

CEO Servant Leadership (Peterson)

1) CEOs using Servant Leadership positively affect firm performance (measured as Return on assets) 2) Narcism negatively affects Servant Leadership behavior.

How does compassionate love affect servant leadership and what are the virtuous traits? From: Compassionate Love as a Cornerstone of Servant Leadership. (Van Dierendonck and Patterson)

1) Compassionate love leads a servant leader towards the traits and behavior that increase the follower's well being. 2) The Virtuous Traits: • Humility • Gratitude • Forgiveness • Altruism

The Bill Turner Video: Servant Leadership - "an upside-down way of leading people"

1) Love or a commitment to care is the best way to make Servant Leadership work (extending yourself for the growth and development of others) 2) Catch the definition, see the need, have the resources to meet the need 3) Diversity is the appreciation of difference, not the tolerance of difference

When Servant Leadership comes knocking (Anderson, 1998): This author provides harsh criticisms of Servant Leadership:

1) No generally accepted definition of SL exists. 2) No generally accepted instruments for measuring Servant Leadership exists. 3) Not enough empirical studies exist. 4) Some studies show that SL has negative effects on organizational effectiveness. 5) Political and religious leaders have followers, businesses don't.

Page and Wong's Conceptual Framework for Measuring Servant-Leadership: (Page & Wong)

1) Organizations are created from the start in the traditional pyramid structure. 2) Once goals and framework is set, the pyramid is inverted so leaders serve.

"Ebener's "What Servant Leadership does and how it does it:" From: How might Servant Leadership work? (Ebener)

1) Servant Leadership • Recognizes • Serves • Empowers 2) Direct • Invitates: The Voice • Inspires: The Spirit • Affects: The Heart 3) Indirect • Culture of service • Structures of service 4) Organizational Citizenship • Helps • Initiates • Participates • Self-develops

Servant Leadership, Hope, & Organizational Virtuousness (Searle & Barbuto)

1) Servant Leadership increased individual, team, and organizational output; leading to increased performance impact. 2) Integration of positive psychology and servant leadership. 3) Use Barbuto and Wheeler 5 Antecedents (POW A&E) • Persuasive mapping • Organizational stewardship • Wisdom • Altruistic calling • Emotional healing

Servant Leadership, Procedural Justice (Walumba)

1) Servant Leadership, Procedural Justice and Organizational Citizenship Behavior was an Empirical Study of815 employees and 123 supervisors. 2) The study confrimed that Servant Leadership creates a positive service (helping behaviors) climate, and procedural justice (the system is fair to everyone) climate, which lead to increased Organizational Citizenship Behavior. 3) OCB is linked to increased organizational performance

Servant Leadership in the People's Republic of China: A case study (Han & Kakabadse)

1) Servant leadership holds parallel meaning in China, so that we can describe the Chinese concept of servant leadership; more precisely defined as public servant leadership in the public sector and servant leadership in the non-public sector. 2) Chinese principles are found in Confucianism, Taoism, and Communism.

Two Main Points of Russell & Stone Model: From: A Review of Servant Leader Attributes: Developing a Practical Model (Russell & Stone)

1) Servant leadership improves organizational culture, employee work attitudes and behaviors, and organizational performance. 2) Increased organizational performance reinforces employee attitude and behavior, which reinforce the culture, which reinforces the practice of servant leadership.

Servant Leadership: Development of a multidimensional measure and multi-level assessment (Liden)

1) Servant leadership is at an early stage of theoretical development. While there is a growing body of empirical evidence that this form of leadership has the potential to increase follower behavioral and attitudinal outcomes, limited attention has been devoted to uncovering the underlying mechanisms for how and why this occurs. 2) Through a multi-level study design involving data collected from several sources, our study has extended the development of servant leadership theory. Our results offer promise for role modeling and social identity theories as key explanatory mechanisms based on our demonstration that serving culture and follower identification with the store were related to our outcomes of interest.

Beck's 4 key findings: From: Antecedents of Servant Leadership: A Mixed Methods Study (Beck)

1) The longer a leader is in a leadership role, the more frequent the servant leader behaviors 2) Leaders who volunteer more than 1 hour per week are more likely to express servant leadership 3) Servant leaders influence others through building trusting relationships 4) Servant leaders demonstrate an altruistic mindset

Page and Wong believe this to be central to Servant Leadership: A Conceptual Framework for Measuring Servant-Leadership. Page & Wong

According to our conceptual framework, character is central to servant-leadership. It is the fundamental attitude of servanthood that influences how leaders work with followers and how they carry out the task of leadership. Too often, leaders have been task- or process-oriented without the heart for serving others.

Emotional Intelligence (EI) as an antecedent of Servant Leadership (Barbuto)

Barbuto created an empirical study based on assessments of 75 civic leaders and 401 of their followers and discovered: • Emotional Intelligence is a good predictor of a leader's Servant Leader's ideology (rated by leaders). • Emotional Intelligence not a good predictor of Servant Leader's behaviors (rated by followers). • Uses Barbuto and Wheeler (2006) 5 dimensions of servant leadership (POW A&E): Persuasive mapping, Organizational stewardship, Wisdom, Altruistic calling, & Emotional healing.

Personalism & Moral Leadership- Servant Leadership with Transforming Vision (Whetstone)

Focuses on 3 types of leadership: Transformational, Postindustrial & Servant Leadership. Of the three leadership paradigms, Servant Leadership is most consistent with the themes of personalism. Servant Leadership's Weakness: Susceptible to manipulation by less naive followers.

The Servant As Leader (Robert Greenleaf, 1977)

Foundation of Servant Leadership Servant-leaders should have a desire to serve first. 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? And, what is the effect on the least privileged in society; will they benefit, or, at least, not be further deprived?

Greenleaf's 10 major attributes of servant leadership

Greenleaf's 10 major attributes of Servant Leadership BLEACH-PFCS • Building community • Listening • Empathy • Awareness • Conceptualization • Healing • Perception • Foresight • Commitment to growth of people • Stewardship

Servant Leadership & Serving Culture: Influence on individual and unit performance. (Liden)

Hypotheses 1-7: 1. Store Manager servant leadership is positively related to serving culture. 2. Serving culture is positively related to store performance. 3. Serving culture mediates the relationship between store manager and store performance. 4. Serving culture is positively related to employee identification with the store. 5. Serving culture mediates the positive relationship between store manager and employee identification with the store. 6. Employee identification with the store is positively related to employee (a)in role performance, (b) creativity, and (c) customer service behaviors, and negatively related to (d) turnover intentions. 7. Employee identification with the store partially mediates the relationships between serving culture and employee (a) in-role performance, (b) creativity, (c) customer service behaviors, and (d) turnover intentions.

Compare and Contrast Servant Leadership and Transformational Leadership. Latham's leadership for Quality and Innovation: Challenges, theories, and a framework for future research. (Latham, 2014)

Latham states that definitions are important and required & he compares Servant Leadership and Transformational Leadership • Unlike Servant Leadership, "While transformational leadership has been widely successful, it appears to be incomplete for the challenges facing current leaders. It does not prevent abuses of power and allows for the ends to justify the means." •Latham believes that leader behaviors and activities, when put into context of organizational culture and systems, creates "value for multiple stakeholders."

Beck Expanded on Barbuto and Wheeler's 5 dimensions by further exploring: POW A&E From: Antecedents of Servant Leadership: A Mixed Methods Study (Beck)

POW A&E • Persuasive mapping • Organizational stewardship • Wisdom • Altruistic calling • Emotional healing

Servant Leadership & Affective Commitment in the Chinese Public Sector (Zhou)

Summary: This study examined a possible mediating mechanism between servant leadership and the affective commitment in Chinese employees. Servant leadership, perceived organizational support, and affective commitment was assessed among 239 full-time employees in the Chinese public sector in three rounds of surveys. Servant leadership influenced affective commitment through perceived organizational support. The effect of servant leadership exists in Chinese culture as well as Western cultures.

Development & Validation of Servant Leadership Behavioral Scale: (V-TRACT) (Sendjaya)

The intent of this study was to develop and validate a Servant Leadership behavior scale. interview data suggest that there are six dimensions pertinent to Servant Leadership: (V-TRACT) 1) Voluntary Subordination 2) Transforming Influence 3) Responsible Morality 4) Authentic Self 5) Covenantal Relationship 6) Transcendent Spirituality

Servant Leadership & Team Performance Mediating Roles (Song)

This Empirical Study of Nearly 3,000 sales associates on 77 sales teams in South Korea had 2 key findings: 1) Servant Leadership positively affected the knowledge-sharing climate of the team; and a knowledge-sharing climate mediated the relationship between servant leadership and team sales performance. 2) Companies should hire or promote servant leaders and train them.

Servant Leadership: A Phenomenological Study Of Practices, Experiences, Organizational Effectiveness, and Barriers (Savage-Austin, 2011)

This article indicates that the perceived organizational barriers that prevent the Servant Leadership practices are: 1) The organizational culture 2) The fear of change 3) The lack of knowledge regarding the Servant Leadership philosophy.

Principles of Servant Leadership in Community Health Nursing (Strum, 2009)

This empirical Study/survey demonstrates that a servant-leadership model can support personal and professional growth, by empowering nurses to play a leadership role and thereby increasing nurse collaboration, satisfaction, and retention.

Achieving High Organizational Performance through Servant Leadership (Melchar & Bosco)

This empirical paper investigates whether a Servant Leader can develop a corporate culture that attracts or develops other Servant Leaders. Using the survey developed by Barbuto and Wheeler (2006), Servant Leader characteristics in managers were measured at three high-performing organizations. Results indicate that Servant Leaders can develop a culture of followers who are Servant Leaders themselves. This is one of the few studies to empirically test the model of servant leadership in an organizational environment. The success these servant leaders have achieved in a for-profit, demanding environment suggests this leadership style is viable for adoption by other firms.

Exploring Servant Leadership Across Cultures: Ghana and USA (Hale & Fields)

This empirical study found that Ghanaians reported experiencing servant leadership behaviors significantly less than North Americans (high levels of power distance) o We also found that vision had a significantly stronger relationship with leader effectiveness for Ghanaians in comparison to North Americans. o Both sub-samples of Ghanaians and Americans similarly relate service and humility with a leader's effectiveness.

ASSESSING THE SERVANT ORGANIZATION: DEVELOPMENT OF THE ORGANIZATIONAL LEADERSHIP ASSESSMENT (OLA) INSTRUMENT (Laub)

This study attempted to answer three questions: 1) How is servant leadership defined? 2) What are the characteristics of servant leadership? 3) Can the presence of these characteristics within organizations be assessed through a written instrument? This study was undertaken due to the lack of objective, quantifiable research in the important, and growing, area of servant leadership.

Assessing the Servant Organization and Development of the Servant Organizational Leadership Assessment (SOLA) Instrument. (Laub)

This study attempted to answer three questions: 1. What is servant leadership? 2. What are the characteristics of servant leadership? 3. Can the presence of these characteristics within organizations and teams be assessed through a written instrument? Purpose: The purpose of this study is to collect, from the literature and a panel of experts, an agreed-upon list of the characteristics of Servant Leadership, and to develop an instrument for assessing the level at which leaders and workers perceive that these characteristics are displayed in their organizations or teams. Significance of the Problem: The right kind of leadership is desperately needed for today's organizations.

Transformational VS Servant Leadership (Stone) Similarities: (RIV-TRIM)

Transformational and Servant Leadership emphasize the importance of appreciating and valuing people. In both leadership styles it is important to listen, mentor, teach, and empower followers. They are most similar in their emphasis upon individualized consideration and the appreciation of followers. According to Stone, both concept's leadership frameworks incorporate: (VIR-TRIM) • Vision • Influence • Respect or credibility • Trust • Risk-sharing or delegation • Integrity • Modeling

Russell and Stone's 9 functional attributes of Servant Leaders: (V-SHIPMATE) From: A Review of Servant Leader Attributes: Developing a Practical Model (Russell & Stone)

V-SHIPMATE • Vision • Service • Honesty • Integrity • Pioneering • Modeling • Appreciation of Others • Trust • Empowerment

6 Key Characteristics of Van Dierendonck's Meta-Analysis of Servant Leadership: (I-SHAPE) From: Servant Leadership: A review and synthesis. (Van Dierendonck)

Van Dierendonck's 6 Key Characteristics: I-SHAPE • Interpersonal Acceptance • Stewardship • Humility • Authenticity • Providing Direction • Empowering and developing people

Advantages of Servant Leadership: From: Best Practices of Servant Leadership (Wong and Davey)

• 1. Being freed from egotistic concerns, such as insecurity and self-advancement, Servant leaders are able to devote their full attention to developing workers and building the organization. • 2. Servant leaders have a positive view of workers as individuals who are capable of developing their full potentials and becoming leaders, if they are given a supportive and caring work environment. • 3. Being concerned with individual needs and sensitive to individual differences in personality, Servant leaders are able to bring out the best in the workers. • 4. Being situational leaders, Servant leaders recognize situations in which absence of their power actually facilitates self-management and productivity. • 5. Being good stewards, Servant leaders will do whatever necessary and appropriate to maximize leadership effectiveness in all kinds of situations.

Five best practices of Servant Leadership From: Best Practices of Servant Leadership (Wong and Davey)

• 1. Right identity - Seeing oneself as a servant • 2. Right motivation - Serving God by serving others • 3. Right method - Relating to others in a positive manner • 4. Right impact - Inspiring others to serve a higher purpose • 5. Right character - Maintaining integrity and authenticity

Wong and Davey recognized 6 common criticisms of Servant Leadership: From: Best Practices of Servant Leadership (Wong and Davey)

• 1. SL is too idealistic and naïve. People will take advantage of the servant leaders' kindness as weakness • 2. It is too unrealistic and impractical. It would not work in many situations • 3. It is too restrictive, because we need all sorts of leadership qualities, such as intuition, risk-taking and courage. • 4. It is too closely tied to Christian spirituality. • 5. It is too hypocritical - too many claim to be servant leaders but behave more like dictators. • 6. It is too foreign to my leadership style - I simply can't function as a leader if I adopt the Servant Leadership model.

Sendjaya & Sorros' idea of Servant Leadership differentiation from Charismatic Leadership: From: Servant Leadership: It's Origin, Development, & Application in Organizations (Sendjaya & Sorros)

• Differentiates from charismatic leadership: • SL's recognition of the leader's social responsibility to serve those people who are marginalized by a system. • SL's dedication to followers' needs and interests, as opposed to those of their own or their organization.

Characteristics of Compassionate Love: Compassionate Love as a Cornerstone of Servant Leadership. (Van Dierendonck and Patterson)

• Valuing others at a fundamental level • Giving others a free choice • A cognitive accurate understanding of the needs and feelings of another • Being emotionally engaged • An attitude of openness and receptivity

Van Dierendonck's Antecedents and Consequences of Servant Leadership: From: Servant Leadership: A review and synthesis. (Van Dierendonck)

• You don't have to be motivated to serve first • Individual Characteristics: self-determination, moral cognitive development, cognitive complexity • Culture: High humane orientation and low power distance (both from GLOBE Model) are related to servant leader practice • SL creates high quality leader-follower relationships and positive psychological climates, which lead to self-actualization, improved follower attitudes (commitment, empowerment, job satisfaction, engagement), OCB, improved team effectiveness, and improved organizational sustainability and CSR