scholarly journals The nonprofit board servant leader : a quantitative analysis of servant leadership behavior in nonprofit board presidents from the perception of nonprofit chief staff officers using Liden's global servant leadership scale

2021 ◽  
Author(s):  
◽  
Chad E. Harris
Keyword(s):  
Servant Leadership ◽  
Nonprofit Organizations ◽  
Empirical Research ◽  
Leadership Behavior ◽  
Leadership Traits ◽  
Significant Difference ◽  
Helping Others ◽  
Board Presidents ◽  
Conceptual Skills ◽  
Servant Leadership Scale

The purpose of this quantitative research study was to fill the gap in the current body of research regarding the leadership behavior characteristics, specifically servant leadership traits, exhibited by volunteer nonprofit board of director presidents. Using Liden's (2008, 2015) Global Servant Leadership Scale, a survey instrument was developed and administered to chief staff officers of nonprofit organizations, asking respondents to reflect on the behavior traits of their nonprofit's board president. Data from the study participants (n [equals] 133) were analyzed to determine a) if servant leadership behavior is exhibited in nonprofit board presidents and to what extent; b) if differences exist in the servant leadership traits of 501(c)3 nonprofit board presidents and the presidents of other types of 501(c) nonprofit organizations; and, c) if a difference exists between servant leadership behavior in board presidents and the nonprofit organization characteristics of organization focus, annual budget size, and geographic scope of the organization's mission, and demographic characteristics of nonprofit board presidents including age, tenure, length of volunteer involvement, and gender identity. The study addresses gaps in the current literature by advancing empirical research using a reliable and valid instrument to assess servant leadership and the use of empirical research in the nonprofit sector to study the leadership behavior of nonprofit board presidents. The findings of the study suggest that nonprofit board presidents do exhibit servant leadership behavior, as defined by Liden's seven dimensions (emotional healing, creating community value, conceptual skills, empowering, helping others grow and succeed, putting others first, and behaving ethically). On average nonprofit board presidents score highest in exhibiting behaving ethically and empowering. The sample studied scored lowest on average in putting others first and helping others grow and succeed. The study findings found significant difference in the behavior dimensions of creating community value, putting others first, and behaving ethically between nonprofit board presidents of city/locally focused nonprofits and those with a inter/national geographic service scope. Additionally, significant difference was found in leadership behavior of the dimension conceptual skills between nonprofit board presidents age 40 to 55 and those age 56 to 75 years old.

Servant leadership

2019 ◽  
Vol 40 (2) ◽  
pp. 193-212 ◽  
Author(s):  
Shaoping Qiu ◽  
Larry Dooley
Keyword(s):  
Factor Analysis ◽  
Construct Validity ◽  
Servant Leadership ◽  
Hospitality Industry ◽  
Cultural Psychology ◽  
Leadership Behavior ◽  
Internal Consistency Reliability ◽  
Content Type ◽  
Additional Support ◽  
Servant Leadership Scale

Purpose The purpose of this paper is to develop and validate an instrument intended to measure servant leadership behavior in the Chinese hospitality industry. Design/methodology/approach After reviewing the literature, a scale of nine dimensions with 81 items was generated and then subjected to exploratory factor analysis (EFA) using a sample of 600 participants from a polytechnic college and hospitality industry, resulting in 6-factor-33-item solution. The derived measure was then shortened to 24 items by using item response theory (IRT). Drawing on the data from 440 respondents in the hospitality industry, this 6-factor-24 item measure was subsequently validated with confirmatory factor analysis (CFA) and the test of construct validity. Findings Difference in factors has been found between this instrument and western-developed scales. This study resulted in 6-dimension-24-items scale. These dimensions were named integrity, self-sacrifice, building community, empowering people, emotional healing and visioning. This servant leadership scale was demonstrated to have good internal consistency reliability and strong construct validity. Originality/value This is the first study that used IRT as a statistic tool to shorten a servant leadership scale and also this study provided additional support to cultural psychology theory.

Servant leadership’s dimensions and deviant workplace behavior: Perspective at five-star hotels in Jakarta Indonesia

2021 ◽  
Vol 8 (1) ◽  
pp. 56-67
Author(s):  
Netania Emilisa ◽  
Rastri Kusumaditra
Keyword(s):  
Servant Leadership ◽  
Sampling Technique ◽  
Primary Data ◽  
Validity And Reliability ◽  
Sample Collection ◽  
Workplace Behavior ◽  
Emotional Healing ◽  
Conceptual Skills ◽  
Deviant Workplace Behavior ◽  
Linear Regressions

This investigation intends to figure out the implementation of servant leadership’s dimensions to deviant workplace behavior. The data utilized in this investigation is primary data, the content of a questioner filled by employees. The sample collection was carried out utilizing the purposive sampling technique and collected 213 samples. The techniques that were used to analyze this investigation are instrumental tests such as validity and reliability and multiple linear regressions with SPSS 25. Servant leadership variables have seven dimensions, which are emotional healing, creating value for the community, conceptual skills, empowering, helping subordinates grow and succeed, putting subordinates first, and behaving ethically. Deviations made against the company as violating existing norms and regulations will threaten the sustainability of the company. The results prove that all the dimensions of servant leadership have a negative significant effect on deviant workplace behavior. It shows that a great supervisor must find out the career objectives of a staff member. This can be accomplished by improving employees to stay to expand and improve, such as preparing practice, unique adventures in terms of ability to enhance personality-character to diminish employee aim to have deviant activities.

Servant leadership behavior

2021 ◽  
Vol 3 (1) ◽  
pp. 269-281
Author(s):  
Nur Basuki
Keyword(s):  
Servant Leadership ◽  
Leadership Training ◽  
Social Practice ◽  
Leadership Behavior ◽  
Phenomenological Approach ◽  
Symbolic Capital ◽  
Cultural Economic ◽  
Leadership Practice ◽  
2Nd Generation

This research is based on the reality of the high leadership achievements of the participants of the Supervisory Leadership Training (PKP) of the Human Resources Development Agency (BPSDM) of DKI Jakarta Province in 2020 and the length of change in one's leadership. This study aims to describe the servant leadership behavior of the alumni of Supervisory Leadership Training. This research departs from the perspective that leadership behavior is formed through social processes. The theory used as an analytical tool and to explain the leadership behavior of PKP alumni is the theory of social practice from Pierre Bourdieu. According to this theory, leadership behavior depends on the habitus, capital and arena of leaders. This qualitative research categorized as a case study was conducted on 19 purposively selected PKP alumni informants of the 2nd generation. Data were collected by written interview and analyzed by ideal type approach. Field findings show that the leadership behavior of alumni varies depending on the habitus formed, the capital they have and the arena that surrounds them. In conclusion, the informants have behaviors that are in accordance with the characteristics of servant leadership. Informants have a new leadership habitus and a confirmed habitus of the existing leadership practice. The informants also have a variety of capital in the form of social, cultural, economic and symbolic capital. Finally, there are two kinds of arenas owned by the informants, namely the arena of the Official Responsible for Technical Activities (PPTK) and the arena of the Budget User Authority (KPA). As a recommendation, this research is continued with a phenomenological approach to dig deeper into leadership serving the informants.  

Executive Servant Leadership Scale

2011 ◽  
Author(s):  
Lora L. Reed ◽  
Deborah Vidaver-Cohen ◽  
Scott R. Colwell
Keyword(s):  
Servant Leadership ◽  
Servant Leadership Scale

Servant Leadership Scale-7

2015 ◽  
Author(s):  
Robert C. Liden ◽  
Sandy J. Wayne ◽  
Jeremy D. Meuser ◽  
Jia Hu ◽  
Junfeng Wu ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Servant Leadership Scale

Servant Leadership Scale--Chinese Version

2014 ◽  
Author(s):  
Jinyun Duan ◽  
Ho Kwong Kwan ◽  
Bin Ling
Keyword(s):  
Servant Leadership ◽  
Chinese Version ◽  
Servant Leadership Scale

scholarly journals Does Servant Leadership Behavior Induce Positive Behaviors? A Conceptual Study of Servant Leadership, Psychological Safety and Turnover Intention

2018 ◽  
Vol 7 (4.15) ◽  
pp. 530
Author(s):  
Noor Ahmed Brohi ◽  
Amer Hamzah Jantan ◽  
Sultan Adal Mehmood ◽  
Mansoor Ahmed Khuhro ◽  
Muhammad Saood Aktar ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Turnover Intention ◽  
Leadership Behavior ◽  
Psychological Safety ◽  
Servant Leaders ◽  
Safe Place ◽  
Positive Behaviors ◽  
Robert Greenleaf ◽  
Conceptual Study

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. 

scholarly journals Leadership beyond Narcissism: On the Role of Compassionate Love as Individual Antecedent of Servant Leadership

2020 ◽  
Vol 10 (2) ◽  
pp. 20 ◽  
Author(s):  
Tim Brouns ◽  
Kai Externbrink ◽  
Pablo Salvador Blesa Aledo
Keyword(s):  
Servant Leadership ◽  
Leadership Behavior ◽  
Positive Association ◽  
Work Behavior ◽  
Leader Effectiveness ◽  
Future Research ◽  
Leader Emergence ◽  
Compassionate Love ◽  
Practical Implications

While we already know a lot about the outcomes and boundary conditions of servant leadership, there is still a need for research on its antecedents. Building on the theory of purposeful work behavior and further theorizing by van Dierendonck and Patterson (2015), we examine if leaders’ propensity for compassionate love will evoke servant leadership behavior. At the same time, we contrast compassionate love to leaders’ narcissism as psychological counterpart to compassionate love, because narcissism is not associated with leader effectiveness, but with leader emergence instead. We collected data from 170 leader-follower-dyads in a field study in Germany, while measuring leaders’ compassionate love and narcissism, and followers’ perceptions of servant leadership. We found a positive association between leaders’ compassionate love and servant leadership behavior, while narcissism was negatively associated with servant leadership. Theoretical and practical implications, as well as pathways for future research are discussed.

scholarly journals Leadership styles and relational energy: Do all leaderships styles generate and transmit equal relational energy?

2018 ◽  
Vol 49 (1) ◽  
Author(s):  
Okechukwu E. Amah
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Scenario Analysis ◽  
Experimental Methodology ◽  
Master Of Business Administration ◽  
Leadership Positions ◽  
Leadership Selection ◽  
Significant Difference ◽  
And Training

Background: Despite the espoused importance of relational energy, and the fact that it is generated in interaction between leaders and their subordinates, little is known about which leadership style generates the highest relational energy.Objectives: The purpose of this study was to determine if there are differences in the levels of relational energy generated and transmitted when employees interact with leaders who exhibit autocratic, transactional, transformational and servant leadership styles.Method: The study utilised scenario-based experimental methodology to gather data. Five leadership experts reviewed the description of each leadership style prior to use in the study. A pilot study was carried out with 40 executive education participants to establish that the description of each leadership style was different and identifiable by non-experts. Fifty-two executive Master of Business Administration (MBA) participants from various organisations in six industries in Lagos, Nigeria, provided data for the scenario analysis. To avoid errors, the data for each style were collected separately. Data analysis was performed using analysis of variance and Tukey’s honest significant difference test.Results: The results of the scenario analysis showed that indeed there is a difference in the relational energy generated when employees interact with different leadership styles.Conclusion: The results have practical implications for the selection and training of individuals to be placed in leadership positions. Leadership selection and training must emphasise servant leadership. This is the first study to empirically establish that different leadership styles generate and transmit different levels of relational energy during interaction with employees.

scholarly journals Importance of Motivating Factors for International Mobility of Students: Empirical Findings on Selected Higher Education Institutions in Europe

Organizacija ◽  
2013 ◽  
Vol 46 (6) ◽  
pp. 274-280 ◽  
Author(s):  
Riko Novak ◽  
Anja Slatinšek ◽  
Gabrijel Devetak
Keyword(s):  
Higher Education ◽  
Empirical Research ◽  
Undergraduate Students ◽  
Life Experiences ◽  
Higher Education Institutions ◽  
International Study ◽  
European Countries ◽  
Motivating Factors ◽  
International Mobility ◽  
Significant Difference

AbstractThis article explores the importance of motivating factors for the international mobility of undergraduate students who participated in a mobility programme and completed part of their studies at selected higher education institutions. The empirical research was conducted on a population of 3,539 mobile undergraduate students, who took part in mobility programmes between 2006 and 2011 at three selected higher education institutions in three different European countries (1 - Germany: Duale Hochschule Baden‑Württemberg Karlsruhe, 2 - Norway: University of Tromsø, 3 - Slovenia: University of Primorska, Faculty of Management). The purpose of this article is to present the underlying motivating factors in relation to the selected institution on a sample of 288 undergraduate students during the period studied. On the basis of these findings, we came to the conclusion that most of the students participated in students’ mobility programmes especially to gain international study and life experiences. Furthermore, we established a statistically significant difference in the duration of a mobility period in connection with gender and the satisfaction with the mobility programme.

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