Servant Leadership and the Spirituality of Music in Crisis Management

The ways in which organizations manage crises can find significant analogies in the musician's process of improvisation, involving a continuous leader-follower interaction that displays the typical traits of servant leaders fueled by spirituality. The analogy with musical improvisation is the thread that runs through this chapter, which analyzes servant leadership in organizational orchestration with reference to current issues such as distributed work. The conditions that can enable the development of servant organizations are identified, modeling the different contextual dimensions with reference to organizational performance, also with respect to other leadership styles. These enabling factors are also declined with respect to agile management practices and the convergence between spiritual leadership and servant leadership. New research directions are identified: this transformative historical moment offers a unique opportunity to develop in-depth causal inferences about how servant leadership creates ethical and organizational value.

How Servant Leaders Psychologically Empower Their Followers

This study aims to examine any possible effects of servant leadership (SL) on psychological empowerment (PE) in terms of sub dimensionality. Implementing convenience sampling, 356 questionnaires were collected from five-star hotel employees in Antalya. The overall relationships were tested by conducting Pearson’s correlation analysis, and all constructs were subjected to the exploratory factor analysis (EFA). Later on, confirmatory factor analysis (CFA) was conducted in terms of providing support for dimensionality and confirmed convergent and discriminant validity via Amos. To test the hypothesized model, structural equation modeling was employed. The model showed that Agapao love has a substantial significant positive effect on the meaning sub-dimension of the PE, and the same effect was observed in the competence and impact sub-dimensions of the PE. Along with Agapao love, trust was also significant and had positive effects on PE sub-dimensions. Referring to our discussion in this paper, leaders should support their followers in terms of psychological empowerment and preferably closely interact with their subordinates as an expected leadership behavior in service enterprises. Besides, trustworthiness is a crucial cue for kitchen employees in terms of motivation, inspiration, and competence.

Pendampingan Membangun Pemimpin Hamba Di Sekolah Tinggi Theologia Ebenhaezer

This article intends to describe a pattern of mentoring to shape the students of Ebenhaezer Theological Seminary (Ind. STTE) as servant leaders. This is motivated by the lack of the number of servants of God who can become a leader at the same time. There is also the view that a true leader is only born, not formed. There are many discussions about Servant Leader, but this article intends to discuss how to be mentored informing as a servant leader in the STTE. In this article, the author uses qualitative methods. To find this problem, the writer interviewed several students who were being formed in the STTE. The writer also tried to find a theoretical basis for nurturing or mentoring to form Servant Leaders and make them relevant in the formation of Theology students. Based on this evaluation, it can be seen that effective tutoring or mentoring can help students become powerful Servant leaders.

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

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.