Relying on a survey of members of the American Society for Public Administration, servant leadership is examined through the lens of Christian spirituality. Findings indicate that citizens can have confidence in the dedication and committment of public servants.
Servant leaders attempt altruistically and selflessly to help others before themselves, believe in developing their followers to their greatest potential, and seek to benefit the wider community. The main purpose of the present article is to examine servant leadership as the antecedent to employee engagement, mediated by job satisfaction, in Punjab, using data from 190 employees from different service provider companies (banks, colleges, call centres, insurance companies). Quantitative analysis shows that when employees observe positive levels in servant leadership, they are fundamentally encouraged towards exercising significantly higher levels of engagement and satisfaction.
A multi-methodological approach was used to examine the personal and professional life of a well-respected, nonclinical, healthcare executive for purposes of determining if “Don” was a servant leader and, if so, uncover the antecedents contributing to his leadership style. The results provided the backdrop for examining linkages between servant leadership, reporting relationships, and business structures. Content analysis and Spears’ 10 constructs of servant leaders were used as a priori themes to affirm that Don is a servant leader. Nonparametric testing revealed moderate to strong associations between the reporting relationships of the respondents (x1) and the types of business structures (x2) where the respondents and our servant leader forged their initial relationship and the perceived behaviors and attributes of Don (y). We discovered that relationships, spiritual centeredness, and desire for career advancement served as antecedents in shaping Don’s leadership style. Implications for practice and future research are also addressed.
This chapter investigates claims by Johnson (2001) and Bowie (2000) that servant leaders tend not to assert authority. Twenty servant leaders were asked five open-ended questions about their use of discipline with outcomes of the discipline ranging from more training for subordinates to termination. Analysis of the responses resulted in 39 themes and 8 qualitative truths about servant leaders' use of discipline. Participants were included in the study if: (a) each scored above 3.5 on the Shepherd Leadership Inventory, (b) were leading or have led a team of at least three followers, and (c) held such a position for at least three years. This study provides a qualitative base for future research into servant leaders' use of discipline.
In this paper, we examine how servant leadership and psychological safety may enlighten our understanding of human mechanisms that affect follower outcomes. Servant leadership style as penned by Robert Greenleaf that servant leaders guide followers to adopt the behavior of their leaders by putting others needs above their own. From emerging research on servant leadership, we proposed a model contending that servant leaders increase employees’ psychological safety that organization is a safe place to speak up ideas, opinions and take decisions, which directly influences Employees’ turnover intention. As proposed, servant leadership will be negatively related to Employees’ turnover intention and positively related to psychological safety. Psychological safety will mediate the relationship between servant leadership and turnover intention.
A Multi-Methodological Analysis of a Non-Clinical Healthcare Executive and Servant Leader: Attributes and Behaviour’s and their Associations with Reporting Relationships and Business Structures
