AN INTRODUCTION TO SERVANT LEADERSHIP AND ITS POTENTIAL FOR NONPROFIT ORGANIZATIONS

This chapter analyzes servant leadership theory from the perspective of Islamic nonprofits. It is one of the rare management science approaches to examining Islamic nonprofits and waqfs. Definitions and characteristics of servant leaders are derived from major studies on servant leadership, and outcomes for nonprofit organizations are discussed based on available evidence in the literature. Servant leadership is compared to other major leadership theories and examined in cultural context. Although the studies in the West dominate the servant leadership literature, it is argued that the philosophy of a servant leader is deeply rooted in other cultures and faiths, particularly Islamic tradition. The author examines whether servant leadership fits the leadership definitions in recent studies on Islamic leadership. There is also a comparison of the Organizational Leadership Assessment (OLA) for servant leadership and the Islamic Leadership Inventory (ILI). The author points to gaps in the literature and provides suggestions for future research.

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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

10.32469/10355/85776 ◽

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.

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Servant Leadership, Volunteer Retention, and Organizational Citizenship Behavior in Nonprofit Organizations: Examining the Mediating Role of Job Satisfaction

Nonprofit and Voluntary Sector Quarterly ◽

10.1177/08997640211057409 ◽

2021 ◽

pp. 089976402110574

Author(s):

Nor Syamaliah Ngah ◽

Nor Liza Abdullah ◽

Norazah Mohd Suki

Keyword(s):

Job Satisfaction ◽

Servant Leadership ◽

Nonprofit Organizations ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Mediating Effect ◽

Citizenship Behavior ◽

Equation Modeling ◽

Volunteer Retention ◽

The Relationship

Nonprofit organizations (NPOs) face great challenges in attracting and retaining volunteers due to the short-term nature of most voluntary posts. This study examines the mediating effect of job satisfaction on the relationship between servant leadership and volunteer retention and organizational citizenship behavior in NPOs among university students in the context of a developing nation. The Partial Least Squares-Structural Equation Modeling (PLS-SEM) approach reveals that job satisfaction is the most important predictor of volunteer retention in NPOs. Moreover, the significantly mediating effects of job satisfaction on the relationship between servant leadership and volunteer retention and organizational citizenship behavior in NPOs is evinced. Volunteers report being highly satisfied with the NPOs’ communication of their vision and mission and confirm that they are provided with support networks when volunteer-related problems occur and when they are autonomous in fulfilling their volunteer assignments.

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Exploring a model of servant leadership, empowerment, and commitment in nonprofit organizations

Nonprofit Management and Leadership ◽

10.1002/nml.21311 ◽

2018 ◽

Vol 29 (1) ◽

pp. 123-140 ◽

Cited By ~ 13

Author(s):

Stuart Allen ◽

Bruce E. Winston ◽

Gia R. Tatone ◽

Howard M. Crowson

Keyword(s):

Servant Leadership ◽

Nonprofit Organizations

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Twitter Usage Using Common Reference to Tinnitus

American Journal of Audiology ◽

10.1044/2020_aja-19-00055 ◽

2020 ◽

Vol 29 (2) ◽

pp. 206-217

Author(s):

Jianyuan Ni ◽

Monica L. Bellon-Harn ◽

Jiang Zhang ◽

Yueqing Li ◽

Vinaya Manchaiah

Keyword(s):

Nonprofit Organizations ◽

Temporal Trends ◽

Temporal Analysis ◽

Cross Sectional ◽

For Profit ◽

Common Reference ◽

Personal Experiences ◽

Twitter Users ◽

Sectional Analysis ◽

Share Information

Objective The objective of the study was to examine specific patterns of Twitter usage using common reference to tinnitus. Method The study used cross-sectional analysis of data generated from Twitter data. Twitter content, language, reach, users, accounts, temporal trends, and social networks were examined. Results Around 70,000 tweets were identified and analyzed from May to October 2018. Of the 100 most active Twitter accounts, organizations owned 52%, individuals owned 44%, and 4% of the accounts were unknown. Commercial/for-profit and nonprofit organizations were the most common organization account owners (i.e., 26% and 16%, respectively). Seven unique tweets were identified with a reach of over 400 Twitter users. The greatest reach exceeded 2,000 users. Temporal analysis identified retweet outliers (> 200 retweets per hour) that corresponded to a widely publicized event involving the response of a Twitter user to another user's joke. Content analysis indicated that Twitter is a platform that primarily functions to advocate, share personal experiences, or share information about management of tinnitus rather than to provide social support and build relationships. Conclusions Twitter accounts owned by organizations outnumbered individual accounts, and commercial/for-profit user accounts were the most frequently active organization account type. Analyses of social media use can be helpful in discovering issues of interest to the tinnitus community as well as determining which users and organizations are dominating social network conversations.

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