Servant leadership: The missing community component

Research shows servant leadership has a strong positive impact on employees and the businesses they run. More than 300 peer-reviewed articles support the myriad benefits, including increased profit, improved work climate, and enhanced employee well-being and productivity. Servant leaders are knowledgeable, ethical people who bring value to organizations and the people they serve by developing followers via prioritizing work needs, valuing growth, empowering employees, and being sensitive to personal concerns. By doing this, servant leaders encourage followers to contribute to organizational goals, develop a sense of belonging, and increase confidence in their work and leadership skills, increasing happiness, health, and productivity. Servant leadership also uniquely involves a concern for the community. Our research shows that leaders have the least confidence in this most distinguishing aspect of servant leadership. We offer 32 practical ideas on implementing servant leadership with special attention to the community component to help leaders develop this valuable leadership style.     

Personalism and moral leadership: the servant leader with a transforming vision

After briefly describing the philosophy of personalism this article assesses each of three normative leadership paradigms (transformational leadership, postmodern or postindustrial leadership, and servant leadership) in terms of five major themes of this phenomenological philosophy. Servant leadership appears to be closest to personalism. The critical ingredient for servant leadership is also personalism's starting point, i.e. the dignity of each human person. A genuine servant leader works with his followers in building a community of participation and solidarity. However, some claim that servant leaders are subject to manipulation by their followers. If so, and if transformational leaders, when too successful, gain too much power or manipulate using bogus empowerment, a superior approach might be provided by a combination in which a morally tough servant leader adopts certain transforming behaviors of Bass's altruistic transformational leader. The leader and the followers would focus on a jointly formulated and refined vision, avoiding manipulation by any party through a mutual commitment to participation, solidarity of community, and respect for each person.     

How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX,Empowerment, and Proactive Personality

While the link between servant leadership and organizational citizenship behavior (OCB) has been established, the individual-level mechanisms underlying this relationship and its boundary conditions remain poorly understood. In this study, we investigate the salience of the mediating mechanisms of leader–member exchange (LMX) and psychological empowerment in explaining the process by which servant leaders elicit discretionary OCB among followers. We also examine the role of followers’ proactive personality in moderating the indirect effects of servant leadership on OCB through LMX and psychological empowerment. Analysis of survey data collected from 446 supervisor–subordinate dyads in a large Chinese state-owned enterprise suggests that while servant leadership is positively related to subordinate OCB through LMX, psychological empowerment does not explain any additional variance in OCB above that accounted for by LMX. Moderated mediation tests confirm the moderating effect of proactive personality through LMX. By providing a nuanced understanding of how and when servant leadership leads followers to go above and beyond their job role, our study assists organizations in deciding how to develop and utilize servant leaders in their organizations.     

Work Engagement and Machiavellianism in the Ethical Leadership Process

Leaders who express an ethical identity are proposed to affect followers’ attitudes and work behaviors. In two multi-source studies, we first test a model suggesting that work engagement acts as a mediator in the relationships between ethical leadership and employee initiative (a form of organizational citizenship behavior) as well as counterproductive work behavior. Next, we focus on whether ethical leadership always forms an authentic expression of an ethical identity, thus in the second study, we add leader Machiavellianism to the model. For Machiavellian leaders, the publicly expressed identity of ethical leadership is inconsistent with the privately held unethical Machiavellian norms. Literature on surface acting suggests people can at least to some extent pick up on such inauthentic displays, making the effects less strong. We thus argue that the positive effects of ethical leader behavior are likely to be suppressed when leaders are highly Machiavellian. Support for this moderated mediation model was found: The effects of ethical leader behavior on engagement are less strong when ethical leaders are high as opposed to low on Machiavellianism.     

Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality

The purpose of this multi-level study is to examine how servant leadership affects both employee creativity and team innovation. Drawing from social identity, in particular, relational identification theory, we found on the basis of a two-nation Asian sample of 154 teams that servant leadership promotes individual relational identification and collective prototypicality with the leader which, in turn, fosters employee creativity and team innovation. In addition, our study suggests that the mediated effect of leader identification is strongest when team climate for innovation is high.     

Servant leadership,transformational leadership,and customer satisfaction: An implicit leadership theories perspective

Drawing on implicit leadership theory (ILT) research, we develop and test a model that explains why integrating transformational leadership and servant leadership may achieve enhanced leader effectiveness. Using a sample of 237 hairstylists and 474 of their customers representing 31 salons, we confirm the augmentation effects of transformational leadership and servant leadership on followers' perceptions of leader stereotypicality (i.e., the extent to which a leader matches followers' implicit theories of leaders) and on customer satisfaction. However, we do not find the hypothesized interaction effect of transformational and servant leadership. Implications are discussed and directions for future research are suggested.     

My Boss is Morally Disengaged: The Role of Ethical Leadership in Explaining the Interactive Effect of Supervisor and Employee Moral Disengagement on Employee Behaviors

The popular press is often fraught with high-profile illustrations of leader unethical conduct within corporations. Leader unethical conduct is undesirable for many reasons, but in terms of managing subordinates, it is particularly problematic because leaders directly influence the ethics of their followers. Yet, we know relatively little about why leaders fail to apply ethical leadership practices. We argue that some leaders cognitively remove the personal sanctions associated with misconduct, which provides them with the “freedom” to ignore ethical shortcomings. Drawing on moral disengagement theory (Bandura 1986, 1999), we examine the relationship between supervisor moral disengagement and employee perceptions of ethical leadership. We then examine the moderating role of employee moral disengagement, such that the negative relationship between supervisor moral disengagement and employee perceptions of ethical leadership is stronger when employee moral disengagement is low versus high. Finally, we examine ethical leadership as a conditional mediator (based on employee moral disengagement) that explains that relationship between supervisor moral disengagement and employee job performance and organizational citizenship behavior (OCB). Results from a multi-source field survey provide general support for our theoretical model.     

A Multilevel Trust-based Model of Ethical Public Leadership

I develop and test a multilevel trust-based model of ethical public leadership, which links ethical leadership, trust and leadership outcomes both within and across organizational levels. I examine how both ethical leadership and trust relate to employee well-being and satisfaction, group organizational citizenship behaviour and perceived organizational performance. The findings, based on data collected from an online quantitative survey conducted in three local councils of the north east of England, provide evidence in support of positive relationships between ethical leadership and employees’ trust in leaders at multiple levels. This trust is in turn shown to influence employees’ attitudes, behaviours and cognitions.     

How is Benevolent Leadership Linked to Employee Creativity? The Mediating Role of Leader–Member Exchange and the Moderating Role of Power Distance Orientation

Previous research has shown that virtuous leader behavior in the form of benevolent leadership has considerable impact on employee creativity. However, little is known as to how and under what conditions these constructs are linked. In the current research, we proposed and tested a moderated mediation model positing leader–member exchange (LMX) as a mediator, and employee power-distance orientation as a moderator of this relationship. Two studies were conducted to test our hypothesized model. In Study 1, repeated measured data collected from 284 Chinese employees in an information technology company demonstrated that benevolent leadership had a lagged effect on LMX. In Study 2, analyses of multisource and lagged data from 391 Chinese employees in 42 research and development teams, and their direct supervisors indicated that benevolent leadership was positively related to supervisor-rated employee creativity via LMX. In addition, the relationship between benevolent leadership and LMX was stronger for employees high in power-distance orientation. Theoretical implications of benevolent leadership’s research and practical contributions concerning promoting creativity in organizations where benevolent leaders prevail are also discussed.     

Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership

Interest in corporate social responsibility (CSR) is gaining momentum in academic and managerial circles. However, prior work in the area has paid little attention to how CSR initiatives should be implemented inside the organization. Against this backdrop, this study examines the impact of CSR initiatives on an important stakeholder group—employees. We build and test a comprehensive multilevel framework that focuses on whether employees derive job satisfaction from CSR programs. The proposed model predicts that a manager’s charismatic leadership influences employees’ interpretations about the motives underlying their companies’ engagement in CSR initiatives (intrinsic and extrinsic CSR-induced attributions) which, in turn, influence employee job satisfaction. Hierarchical linear modeling of data from 47 organizational units comprising 438 employees from three world-leading manufacturing organizations shows that when employees think that their manager possesses charismatic leadership qualities, they tend to attribute the organization’s motives for engaging in CSR activities to intrinsic values, which, in turn, are positively associated with job satisfaction. Also, the extent to which managers are perceived as charismatic leaders relates positively to job satisfaction. Interestingly, CSR-induced extrinsic attributions are neither explained by charismatic leadership nor do they predict job satisfaction. Implications for both theory and practice are discussed.     

Strategic Planning in the Law Firm: Managing Practice Areas

ABSTRACT

Successful organizations depend on good leadership. But today we need a new definition of leadership and a new approach to providing it.

In the past, the CEO (leader) was the person with all the answers. Today, if an organization is going to be successful we have to understand that no leader can have all the answers. Leaders have to have a vision and a strategic plan. But the actual solutions about how to meet the current challenges have to be made by employees (teams) closest to the action.

Today leaders have to empower their employees, to challenge them, give them resources, and then hold them accountable. If they struggle with this empowerment, the leader has to be there as a facilitator, teacher, and coach. Once employees truly believe the leaders have empowered them, and they own the problem, they will improve things very rapidly. Employees that are closest to the action are very creative and have a lot more ideas than the old style of leadership that handed down or directed employee participation and commitment!     

Do We Really Want More Leaders in Business?

In this article, we focus on the concept of leadership ethics and make observations about transformational, transactional and servant leadership. We consider differences in how each definition of leadership outlines what the leader is supposed to achieve, and how the leader treats people in the organization while striving to achieve the organization's goals. We also consider which leadership styles are likely to be more popular in organizations that strive to maximize short run profits. Our paper does not tout or degrade any of these leadership theories. Instead, it points out which theories allow reason to play more than a minimal role in ethical decision-making, as well as those that are most consistent with a firm's desire to achieve efficiency in the short run. We explain our view that the way leadership is practiced in large, bureaucratic organizations suggests that ethics is often absent from the leader's decision-making process. Consequently, we suggest that before we engage in a meaningful dialogue about what kind of leaders we might really want in business, we must consider how much short-run profit we are willing to forego in exchange for more ethical corporate cultures.     

Impact of Transformational and Servant Leadership on Organizational Performance: A Comparative Analysis

The purpose of this study is to examine the impact of two comparative leadership styles on organizational performance outcomes. The leadership styles undertaken is transformational and servant leadership. A sample of 155 participants is taken from profit-oriented service sector of Pakistan. Data through survey gathered on a five point likert scale from organizations. AMOS and SPSS are used for statistical analysis. The result shows that, transformational leadership has more impact on organizational learning than servant leadership. Furthermore organizational learning enhances organizational performance. Managers and leaders of corporate sector can get benefited from this study. Their main objective is to maximize the profitability of organization thus, they can choose leadership style which polishes their abilities and helps them to achieve profit maximization.     

The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement

The effect of authentic leadership and leader competency on employee job performance has received growing attention in the past decades; however, few studies have simultaneously integrated these two leadership perspectives. We have thus developed a mediated moderation model to test the interactive effect of authentic leadership and competency on followers’ job performance through work engagement. Based on a sample of 248 subordinate–supervisor pairs, hierarchical regression analyses reveal that (1) authentic leadership positively relates to followers’ task performance and organizational citizenship behavior (OCB); (2) leader competency moderates the relationship between authentic leadership and OCB; (3) and followers’ work engagement mediates the main effect of authentic leadership and the interactive effect of authentic leadership and competency on followers’ task performance and OCB. All the three results are consistent with our hypotheses.     

The Power of One to Make a Difference: How Informal and Formal CEO Power Affect Environmental Sustainability

This study empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: (1) developing higher levels of employee trust in leaders and (2) demonstrating lower levels of surface acting toward their leaders. Our theoretical model was tested using data collected from employees of a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 45 team leaders and 247 employees showed that employees’ trust in leaders and surface acting significantly mediated the relationships between ethical leadership and employee burnout, deviant behavior and task performance. We discuss the theoretical and practical implications of our findings for understanding how ethical leaders influence employees’ attitudes and behavior.     

An integrative ethical approach to leader favoritism

Relationship building is one of the most important aspects of leadership; however, it can pose ethical challenges. Though particularistic treatment of employees by leaders, that is, leader favoritism, commonly occurs, it is conventionally regarded negatively as fairness norms require leaders to treat followers equally. In this conceptual study, we explore different views on leader favoritism based on different ethical principles. We develop an alternative to the conventional view and suggest that leader favoritism may not necessarily lead to negative outcomes when empathy‐based favoritism is applied. In this vein, we recommend drawing on the ethical principles of a utilitarian approach by balancing particularism and universalism, which is also helpful to build organizational social capital. We contribute to leadership theory by developing an early concept of an integrative ethical approach to leader favoritism.     

Organizational performance with a broader focus: The case for a stakeholder approach to leadership

In 2019, BlackRock CEO Larry Fink, Apple CEO Tim Cook, and the other 179 CEO members of the Business Roundtable argued that the purpose of a corporation must reflect not only the fiduciary interests of owners but also the varied interests of all stakeholders: employees, customers, partners, and broader society. This idea challenges a decades-old norm of shareholder primacy, so it is reasonable for organizational leaders to wonder whether doing so is truly in their firms’ best interests, and if so, how to implement this approach to leadership. To answer these questions, we draw on over 200 peer-reviewed articles covering leadership research to demonstrate how servant leadership, a stakeholder-focused approach to management, outperforms other leadership approaches across both shareholder and stakeholder criteria. We leverage case studies of organizational leaders from SAS, Zappos, Starbucks, and Jason’s Deli, financially successful organizations that exemplify how managers provide value and sustainability to stakeholders and shareholders through servant leadership. We also include practical steps managers can take to begin putting this form of leadership into practice.     

Work–Family Effects of Servant Leadership: The Roles of Emotional Exhaustion and Personal Learning

This study examined how servant leadership influences employees in terms of work-to-family conflict (WFC) and work-to-family positive spillover (WFPS). These effects were explored through a focus on the mediating roles of emotional exhaustion and personal learning. The results, which were based on time-lagged data collection in China, indicated that employee perceptions of servant leadership related negatively to WFC and positively to WFPS. Moreover, reduced emotional exhaustion and enhanced personal learning mediated the relationship between servant leadership and WFPS. Furthermore, reduced emotional exhaustion (but not enhanced personal learning) mediated the relationship between servant leadership and WFC. Our study’s results provide insightful theoretical and managerial implications and offer new directions for research on leadership and work–family relations.     

New Insights into Ethical Leadership: A Qualitative Investigation of the Experiences of Executive Ethical Leaders

Ethical leadership has become a thriving research field. However, on reviewing previous research, we argue that several fundamental questions remain unclear and need further investigation. (1) Ethical leaders are defined as behaving ‘normatively appropriate[ly]’ (Brown et al., Organ Behav Hum Decis Process 97(2):117–134, 2005), but it remains unclear what this entails. What specific behaviours does an ethical leader show? (2) To date, ethical leadership has focused primarily on leader behaviour towards employees. Which stakeholders apart from employees are important to the ethical leader, and what kind of ethical behaviour does the ethical leader show towards them? (3) What are further antecedents and consequences of ethical leadership? We addressed these questions by qualitatively analysing interviews with 17, mostly Swiss, executive ethical leaders. The results indicate that executive ethical leaders care not only about employees but also about other stakeholders, such as customers, suppliers, owners of companies, the natural environment and society. Additionally, this study identified a broad range of executive ethical leaders’ behaviours towards these stakeholders, and, therefore, may function as a useful resource for future quantitative studies. Furthermore, we identified several antecedents of executive ethical leadership, for example ethical role models, business strategy and owner’s values, and consequences such as effects on other stakeholders than employees. Finally, our results shed more light on the processes of ethical guidance of employees. Managerial implications and avenues for further research are discussed.     

Bad Apples,Bad Barrels,and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership

Research on destructive leadership has largely focused on leader characteristics thought to be responsible for harmful organizational outcomes. Recent findings, however, demonstrate the need to examine important contextual factors underlying such processes. Thus, the present study sought to determine the effects of an organization’s climate and financial performance, as well as the leader’s gender, on subordinate perceptions of and reactions (i.e., whistle-blowing intentions) to aversive leadership, a form of destructive leadership based on coercive power. 302 undergraduate participants read through a series of vignettes describing a fictional organization, its employees, and an aversive leader in charge of the company’s sales department. They were then asked to envision themselves as subordinates of the leader and respond to several quantitative measures and open-ended questions. Consistent with Padilla and colleagues' (2007) toxic triangle theory, results suggest that both perceptions and reactions to aversive leadership depend on the three aforementioned factors. Specifically, aversive leaders were perceived more aversively and elicited greater whistle-blowing intentions in financially unstable organizations possessing climates intolerant of negative leader behavior. Moreover, female aversive leaders were perceived more aversively than their male counterparts under such conditions. Theoretical and practical implications as well as future research directions are also discussed.