Distinguishing Between Servant Leadership and Authentic Leadership

2020 ◽  
pp. 15-48
Author(s):  
David P. Peltz
Keyword(s):  
Servant Leadership ◽  
Authentic Leadership

Effects of emerging leadership styles on engagement – a mediation analysis in a military context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonia Ruiz Moreno ◽  
María Isabel Roldán Bravo ◽  
Carlos García-Guiu ◽  
Luis M. Lozano ◽  
Natalio Extremera Pacheco ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Proactive Personality ◽  
Military Leaders ◽  
Content Type ◽  
The Military ◽  
The Relationship

PurposeThis paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.Design/methodology/approachServant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.FindingsThe results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.Practical implicationsThe study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.Originality/valueThis study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.

Does servant leadership better explain work engagement, career satisfaction and adaptive performance than authentic leadership?

2020 ◽  
Vol 32 (6) ◽  
pp. 2075-2095 ◽  
Author(s):  
Bahar Kaya ◽  
Osman M. Karatepe
Keyword(s):  
Servant Leadership ◽  
Work Engagement ◽  
Structural Equation ◽  
Authentic Leadership ◽  
Career Satisfaction ◽  
Underlying Mechanism ◽  
Equation Modeling ◽  
Adaptive Performance ◽  
Content Type ◽  
Time Lagged

Purpose The purpose of this paper is to propose a research model in which work engagement (WENG) mediates the effects of servant leadership (SL) and authentic leadership (AL) simultaneously on career satisfaction and adaptive performance. It also aims to test whether SL better explains WENG and the aforesaid outcomes than AL. Design/methodology/approach This paper used time-lagged data collected from hotel employees and their direct supervisors in Turkey. Structural equation modeling was implemented to assess the aforesaid linkages. Findings Among others, the indirect impact of SL on career satisfaction and adaptive performance, through WENG, is stronger than the indirect effect of AL. Practical implications Management can use AL as a base to develop and boost SL. Appraising employees’ WENG on a periodical basis would enable management to understand whether SL really contributes to the enhancement of WENG. In addition, employees can take advantage of informal learning to foster their adaptive performance. Originality/value There are calls for research to ascertain whether SL better explains outcomes than other leadership styles such as AL. Evidence about the underlying mechanism linking SL and AL to outcomes is still sparse. The extant research on SL and AL has neglected adaptive performance in frontline service jobs so far. With this stated, this paper aims to fill in these voids.

Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis

2016 ◽  
Vol 44 (2) ◽  
pp. 501-529 ◽  
Author(s):  
Julia E. Hoch ◽  
William H. Bommer ◽  
James H. Dulebohn ◽  
Dongyuan Wu
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Ethical Leadership ◽  
Authentic Leadership ◽  
Meta Analysis ◽  
Future Research ◽  
Positive Leadership ◽  
Wide Range ◽  
Emerging Leadership ◽  
Meta Analyses

This study compares three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with transformational leadership in their associations with a wide range of organizationally relevant measures. While scholars have noted conceptual overlap between transformational leadership and these newer leadership forms, there has been inadequate investigation of the empirical relationships with transformational leadership and the ability (or lack thereof) of these leadership forms to explain incremental variance beyond transformational leadership. In response, we conducted a series of meta-analyses to provide a comprehensive assessment of these emerging leadership forms’ relationships with variables evaluated in the extant literature. Second, we tested the relative performance of each of these leadership forms in explaining incremental variance, beyond transformational leadership, in nine outcomes. We also provide relative weights analyses to further evaluate the relative contributions of the emerging leadership forms versus transformational leadership. The high correlations between both authentic leadership and ethical leadership with transformational leadership coupled with their low amounts of incremental variance suggest that their utility is low unless they are being used to explore very specific outcomes. Servant leadership, however, showed more promise as a stand-alone leadership approach that is capable of helping leadership researchers and practitioners better explain a wide range of outcomes. Guidance regarding future research and the utility of these three ethical/moral values–based leadership forms is provided.

scholarly journals Jón Gnarr: Grínarinn sem varð leiðtogi

2016 ◽  
Vol 12 (1) ◽  
pp. 151
Author(s):  
Árelía Eydís Guðmundsdóttir
Keyword(s):  
Servant Leadership ◽  
Qualitative Methods ◽  
Authentic Leadership ◽  
Theoretical Background ◽  
The Political ◽  
Political Arena ◽  
Research Hypothesis ◽  
The Individual ◽  
The Impact ◽  
The City

The theoretical background of leadership literature is based on assessing leadership from the perspective of the individual in the role. As the field progressed other factors were believed to be important in understanding leadership. In the last years the spotlight in research on leadership has, again, been on the leader himself as in theories such as authentic leadership and servant leadership. In this article the impact of the leadership of Jón Gnarr, that becoming a leader,when he served as a Major for Reykavík in the years 2010-2014. In the article the main conclusions of the research on Jóns Gnarr as a leader are discussed. Open-ended interviews were conducted among the official leaders of the City and those that worked closely with him on the political arena and with Jón himself. Seven indepth open-ended interviews were conducted and analyzed with qualitative methods. The research hypothesis is that the extreme societal and economical environment let to the election of the Best Party. The main conclusions are that in Jón Gnarrs leadership we can see indications that supports theories of authentic leadership. His lifestory and experience, intuition seem to have changed communication between actors. With trust, respect and caring. This empowered his followers and inspired them in a new way. This research contribution is in the field of authentic leadership. In particular where unusual circumstances call for different leadership.

scholarly journals An empirical study of the impact of leadership, virtuousness and decision-making process on effectiveness of Indonesian private universities

2020 ◽  
Vol 5 (01) ◽  
pp. 69
Author(s):  
Ahmad Nawaz ◽  
Edi Abdurachman ◽  
Idris Gautama ◽  
Asnan Furinto
Keyword(s):  
Decision Making ◽  
Servant Leadership ◽  
Organizational Effectiveness ◽  
Authentic Leadership ◽  
Private Universities ◽  
Partial Least Square ◽  
Decision Making Process ◽  
Rational Decision ◽  
Rational Decision Making ◽  
The Impact

The purpose of this study is to investigate the relationship between servant / authentic leadership, organizational virtuousness, collegial / rational decision-making and organizational effectiveness of the departments at private universities. This study uses 97 faculty members’ data, collected from 78 departments in 17 private universities in Lembaga Layanan Pendidikan Tinggi (LLDikti) III. Structural Equation Modelling - Partial Least Square technique was used to determine statistical significance and path coefficients for the model. The findings indicate that servant leadership significantly affects organizational virtuousness, organizational virtuousness has a significant effect on both collegial / rational decision-making and organizational effectiveness, and organizational virtuousness has a significant effect on organizational effectiveness as well. This research reveals that servant leadership plays a substantial role in developing a virtuous culture, whereas authentic leadership has not contributed to encourage organizational virtuousness in private universities’ departments. Organizational virtuousness practices in departments result in more organizational effectiveness and enable them to exercise collegial / rational decision-making process for the allocation of resources. Moreover, the collegial / rational decision-making approach positively influences the effectiveness of the private universities’ departments. Keywords: Servant Leadership, Authentic Leadership, Organizational Virtuousness, Collegial / Rational Decision-Making, Organizational Effectiveness, Private Universities.

scholarly journals Dimensi Spiritual dalam Kepemimpinan

Humaniora ◽  
2014 ◽  
Vol 5 (2) ◽  
pp. 872
Author(s):  
Arcadius Benawa
Keyword(s):  
Servant Leadership ◽  
Historical Development ◽  
Authentic Leadership ◽  
The Political ◽  
Political Sphere ◽  
Spiritual Dimension ◽  
Vertical Level

This article aims to show that the spiritual aspect must be noted in the leadership because every leader is always marked with oath of office in carrying out her/his position. So, how leaders are accountable, it is not only on the horizontal level but also at the vertical level. Research was done with phenomenological and literature studies about the practice of leadership faced with a number of theories about leadership and then to be synthesized the more authentic leadership than just imaging or false branding leadership. This article was based on the assumption that leadership (including in the political sphere) was merely a sociological problem that kicked out spiritual aspects, while in the historical development of leadership, it had never been excluded from the spiritual dimension, whether in the form of manipulative (just because fed people understand that leadership came from the “sky”/gods). So then, a king acted tyrannical and led to the birth of authentic leadership as popularized as servant leadership. This article concluded that authentic leadership will give more benefit to develop the life system as well as the purpose of leadership itself rather than a merely apparent leadership which actually hurts the members (people) because of the failure to meet the expectations of the members (people). 

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